Contents Contents

Whanganui District Council Long Term Plan 2018-2028 Contents Page Contents Page Water supply Waste minimisation 120 Water supply 2 Pensioner housing 126 Stormwater drainage Community buildings 131 Stormwater 12 Emergency management 134 Waterways and natural drainage 20 Animal control 141 Sewerage and the treatment and disposal Building control 144 of sewage Environmental health 148 Wastewater 24 Parking services 153 Provision of roads and footpaths Resource management 157 Roading 33 Environmental policy 163 Footpaths and berms 42 Transportation Parks and recreation Airport 166 Parks and reserves 47 Port and river 171 Cooks Gardens 56 Durie Hill elevator 175 Swimming pools 60 Investments Community and cultural Investments 178 Community 65 Corporate Libraries 70 Governance 185 Sarjeant Gallery 76 Corporate management 193 Royal Wanganui Opera House 84 Community and operational property 202 War Memorial Centre 89 Whanganui Regional Museum 94 Economic development Whanganui & Partners - Economic 97 development i-Site Visitor Information Centre 108 Community facilities and services Cemeteries 111 CBD maintenance 116

Page 1 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply Why we do it The scope Safe drinking water is a fundamental requirement for public health. Water We are responsible for the provision and management of five water supply systems play a vital role in ensuring the health and safety of communities systems: – including through the provision of water for firefighting purposes in the  Whanganui Urban Water Supply Scheme urban area. They also support a productive economy and a healthy  Fordell Rural Water Supply Scheme environment. Under the Health Act, every local authority has a general  Maxwell Rural Water Supply Scheme responsibility to improve, provide and protect public health.  Mowhanau Rural Water Supply Scheme  Westmere Rural Water Supply Scheme The rationale for service delivery also aligns with our overarching vision, mission and strategy to position our district as Leading Edge and to achieve The systems comprise of service lines, pipe networks, pump stations, our purpose – particularly by sustaining the welfare of our community. treatment plants and outfalls.

What we do Key issues The bulk of our city’s water supply is sourced from bores in Kai-iwi. The Key issues Strategies to address key water is disinfected at the Westmere reservoirs. The remainder of the city’s issues water is sourced from Heloise bore and the Aramoho bore. The Heloise bore is treated at the Westmere reservoirs and the water from the No. 1 reservoir at Kai Iwi The No. 1 reservoir at Kai Iwi, parts Aramoho bore is treated on site. (Westmere reservoir) of which are collapsing and corroding, has a useful life Mowhanau is considered as part of the urban water system. Water is remaining of only four to five sourced from the bores in Kai-iwi. years. The reservoir will be a full roof replacement as the The Westmere scheme is supplied from the City reservoirs and has an surrounding reservoir is emergency bore located at Blueskin Pump St. structurally sound. Replacement scheduled for 2017/18 and Water supply for the Fordell scheme is sourced from a bore in Kauangaroa 2018/19 at a cost of approximately Road. $3.4M. Kai Iwi No. 1 bore The Kai Iwi No. 1 bore supplies bulk Water for the Maxwell scheme is sourced from a bore located in Maxwell water to the city. This bore is Station Road. failing because of high levels of

Page 2 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply

Key issues Strategies to address key Key issues Strategies to address key issues issues sand content limiting its flow from Consequence and likelihood of the bore. We are drilling a new failure. production bore next to the Kai iwi overbridge within Gilligans property completed by 2017 – Cost recovery There is an increase in water 2018. connection fees which will be at Trunk mains Trunk mains between the Kai Iwi cost and go through the bores and the Westmere reservoir connection process. are a critical part of the urban water supply. Leaking and high Community Outcomes repair costs mean sections need to be replaced at a cost of Community Outcomes How the activity contributes approximately $900,000 spread Community Protect the community from water over years 2015-2022. related health issues. Castlecliff water main Sections of the Castlecliff unlined

steel pipe water main from Provide firefighting capacity and Belmont to Erin Road, which is hydrants to help protect property subject to increasing leakage, need and lives. replacing as any failures could Economy Provide a safe and reliable water result in significant disruption to supply with adequate quantities industry in the Castlecliff area. The for industries and commercial budget for this work is ventures to establish. approximately $1M spread over

years 2016-2024. Provide a safe and reliable water Prioritisation of Critical Assets Revising the criticality of supply with adequate quantities to Whanganui District Council’s residents and to commercial (WDC’s) water supply customers. infrastructure and using this in future work to reduce the

Page 3 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply Goal and principal objectives Loss of life and property due to Maintenance of water system. lack of fire fighting capacity. Goal Pressure and flow testing of fire To give consumers a continuous supply of water, at adequate quality, hydrants. quantity and pressure, to meet domestic, industrial and fire-fighting Disruption to public / traffic due to Traffic management procedures. requirements within the urban area. Restricted service is also provided in construction / maintenance works. the rural areas (Mowhanau, Fordell, Westmere and Maxwell). Public consultation. Health and safety risks associated Ensure compliance with legislation Principal objectives with the operation, maintenance, and Health & Safety Management  To undertake prompt repair of water leaks and quick responses to or construction of water supply Plans. customer complaints. infrastructure.  To provide for firefighting (urban area only). Maintain an Incidents Register.  To meet resource consent requirements. Cost of water supply Maximising funding.  To maintain a Ministry of Health water grading of ‘Aa’ or higher in infrastructure. the urban area. Development contributions.  To provide sufficient potable water for domestic commercial and Excavation works associated with Communication with Iwi and industrial needs. water infrastructure that cause Historic Places Trust. damage to items of cultural Potential significant negative effects significance. Significant negative effect Mitigation of negative Assumptions effects Health related problems through Provision and maintenance of  Storage and supply is reliant on power. the transmission of water related water treatment plants and  Availability of resources 24/7. diseases. frequent monitoring of water  No significant increase in demand from industries quality. Compliance under  Chlorination is continued in the urban and rural supplies. DWSNZ.  Criteria for water grading remain unchanged.

Water Safety Plans. Asset management Loss of industrial business Maintenance of water system. For detailed asset management information including risks, maintenance, continuity due to inadequate Upgrade of main water supply operating issues and future demand please see our Asset Management supply. mains. Plans. These are available on our website (www.whanganui.govt.nz).

Page 4 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 5 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance Baseline1 Year 1 Target Year 2 Target Year 3 Target Years 4-10 measure (2018-2019) (2019-2020) (2020-2021) Target (2021-2028)

Works for A continuous Responsiv The total number 45 < 50 <45 < 40 < 40 Monthly Operation of a everyone / supply of water eness / of complaints reports from Customer Help Desk Deeply united is provided at Quality received about the maintenanc during working hours the right water (per 1000 e contractor and provision of an quantity, quality connections to the after hours service for and pressure so networked handling complaints; that residents reticulation operation of a 24 hour and industry can system) on-call maintenance do what they service; provision of Complaints may need to do (for information on include: drinking example, Council’s website water clarity; irrigation, explaining key aspects drinking water showering and of the water supply taste; drinking recreation) service; adherence to water odour; the special consultative drinking water procedures under the pressure or flow; LGA to encourage the continuity of community to supply; or participate in decision Council’s response making for the Council’s to any of these annual planning issues. processes.

1 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’.

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Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance Baseline1 Year 1 Target Year 2 Target Year 3 Target Years 4-10 measure (2018-2019) (2019-2020) (2020-2021) Target (2021-2028)

Quality The percentage of 100% 100% 100% 100% 100% Horizons Set points in the bores time Horizons Regional to control the volume Regional Council Council (newer consents can consent conditions reporting also be monitored are complied with remotely by Horizons (or mitigation Regional Council); all undertaken if reports sent to Horizons issues occur). Regional Council by the due date.

Responsiv The percentage of Unknow 95% 95% 95% 95% Report from Any faulty hydrants eness hydrants tested by n the Fire and reported by the Fire and the Fire and Emergency Emergency New Emergency New New Zealand New Zealand Zealand that Zealand 2 Fire Service are repaired or replaced. comply with the New Zealand Fire Service’s code of practice for water supply and pressure

2 This is a programme of review generated by the Fire and Emergency New Zealand (FENZ) . FENZ test 20% of hydrants per year on a five-year cycle. Council receives a report every year on these results. FENZ has not provided Council with a report for either the FY 2015/16 or 2016/17.

Page 7 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply

Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance Baseline1 Year 1 Target Year 2 Target Year 3 Target Years 4-10 measure (2018-2019) (2019-2020) (2020-2021) Target (2021-2028)

Median response 9 1 hour 1 hour 1 hour 1 hour Monthly Continue to maintain time for attending minutes reports from high levels of service urgent call-outs maintenanc from contractor and e report on response times (measured from contractor; within the monthly the time that contract meetings. phone notification is Update current CRM records received to the process. time that the service personnel reach the site)

Median response 1 hour 22 hours 22 hours 22 hours 22 hours Monthly Continue to maintain time for resolution 22 reports from high levels of service of urgent call outs minutes maintenanc from contractor and e report on response times (measured from contractor; within the monthly the time that contract meetings. . phone notification is Update current CRM records received to the process. time that the service personnel confirm resolution of the fault or interruption)

Page 8 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply

Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance Baseline1 Year 1 Target Year 2 Target Year 3 Target Years 4-10 measure (2018-2019) (2019-2020) (2020-2021) Target (2021-2028)

Median response 19 24 hours 24 hours 24 hours 24 hours Monthly Continue to maintain time for attending hours 8 reports from high levels of service non-urgent call- minutes maintenanc from contractor and outs e report on response times contractor; within the monthly (measured from contract meetings. phone the time that Update current CRM records notification is process. received to the time that the service personnel reach the site)

Median response 2 days 4 days 4 days 4 days 4 days Monthly Continue to maintain time for resolution 29 reports from high levels of service of non-urgent call minutes maintenanc from contractor and outs e report on response times contractor; within the monthly (measured from contract meetings. . phone the time that Update current CRM records notification is process. received to the time that the service personnel confirm resolution of the fault or interruption)

Page 9 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply

Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance Baseline1 Year 1 Target Year 2 Target Year 3 Target Years 4-10 measure (2018-2019) (2019-2020) (2020-2021) Target (2021-2028)

The percentage of New < 40% < 40% < 40% < 40% Due to Installation of flow real water loss absent of monitoring and water from the network water modelling. reticulation meters in system3 the reticulation we will compare minimum night flows to the average water consumptio n.

The average 257.5 350 litres 350 litres 350 litres 350 litres Total Installation of flow amount of water consumptio meters on domestic consumed per n – industry connections. resident per day consumptio n divided by 365 days divided by total population.

3 Due to absence of water meters in the reticulation system this is calculated by comparing minimum night flows to the average water consumption.

Page 10 of 205 Whanganui District Council Long Term Plan 2018-2028 Water supply

Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance Baseline1 Year 1 Target Year 2 Target Year 3 Target Years 4-10 measure (2018-2019) (2019-2020) (2020-2021) Target (2021-2028)

Water is safe to Quality The extent to 100% 100% 100% 100% 100% Register of Following the sampling drink which the water compliance compliance compliance compliance Community and testing requirements supply will comply drinking in the Drinking-water with part 4 of the Water Standards of New New Zealand Supplies Zealand (DWSNZ) 2005 (Revised 2008) drinking water (Ministry of standards Health). (bacteria compliance criteria)

Quality The extent to 100% 100% 100% 100% 100% Annual As above which the water compliance compliance compliance compliance independen supply will comply t survey with part 5 of the conducted New Zealand by the drinking water Ministry of standards Health. (protozoal compliance criteria)

Quality The percentage of 100% 100% 100% 100% 100% Register of Following the sampling time the Council Community and testing requirements delivers an Aa drinking in the Drinking-water grade water Water Standards of New supply in the Supplies Zealand (DWSNZ) 2005 (Revised 2008) urban area4. (Ministry of Health).

4 The big ‘A’ represents the source and treatment and the little ‘a’ is the reticulation – the big ‘A’ represents quality when it leaves the plant and the little ‘a’ is the quality inside the reticulation system.

Page 11 of 205 Whanganui District Council Long Term Plan 2018-2028 Stormwater Under Section 17 of the Building Act 2004, all building work must comply The scope with the New Zealand Building Code to the extent required by the Act. The bulk of our stormwater assets are located in the Whanganui urban area, with some stormwater assets located in Marybank and Mowhanau. By managing the stormwater network from point source, to discharge, to natural environment, a degree of protection is applied to land, property, the receiving environment and life. What we do We are responsible for the provision and management of stormwater Key issues systems as follows: Key issues Strategies to address key  Whanganui Urban Stormwater System – The urban system issues includes a piped stormwater system and a network of open waterways Observations of high inflow and Network modelling has  Mowhanau Rural Stormwater System infiltration of stormwater into the confirmed observations. wastewater network, but the  Marybank Rural Stormwater System sources are not well understood. Inflow and Infiltration (I&I) Why we do it investigations to focus on these sources. Stormwater collection and its disposal are necessary in order to protect the health and safety of people and their land and property. There is a strong Sources to be eliminated or public expectation that we will manage this as, when poorly managed, minimised when found. stormwater could lead to flooding, stagnant water hazards and land instability. The rationale for service delivery also aligns with our Specific capital projects will overarching vision, mission and strategy to position our district as Leading create wet weather capacity Edge and to achieve our purpose – particularly by sustaining the welfare of within the wastewater system. our community. Lack of network capacity for Specific capital projects are to be

development. delivered to create capacity for Under Section 23 of the Health Act 1956 every local authority has a general facilitation of growth, specifically responsibility ‘to improve and protect public health within its district’. This the Westbourne Manufacturing responsibility extends to stormwater (including both those systems Area, the Springvale Structure provided by the Council and privately) because of the importance of Plan Area and the Otamatea adequate stormwater systems to public health. West Area.

Page 12 of 205 Whanganui District Council Long Term Plan 2018-2028 Stormwater

Key issues Strategies to address key Council Outcomes How the activity contributes issues standards both for receiving Lack of understanding of technical Use network models to ascertain environment (waterways) and level of service. the true technical level of service catchment environment (buildings and for each catchment (i.e. under property). Protecting people, land and which return period are property from adverse effects of ponding habitable floor levels inundated). and flooding

We will use these outcomes to Goal and principal objectives review levels of service and to plan capital upgrades and Goal acquisitions in our Long To ensure that stormwater is controlled and disposed of, in order to termPlans. We will use them as a protect the health and safety of people, land and property. key driver in Catchment Management Plans. Principal objectives  To protect the health and safety of the public by controlling or This work is included over the mitigating the adverse impacts of flooding where practicable next three-year period.  To encourage or regulate the use of low-impact stormwater Climate Change We will manage vegetation and management practices where practicable siltation of open watercourses,  To maintain natural ecosystems, where possible, from the effects and maintain a design standard of stormwater discharges and flooding for new assets to respond to increased rain intensities that Potential significant negative effects can be expected from climate change. Significant negative effect Mitigation of negative effects Community Outcomes Flooding and ponding can occur on Ensure sufficient maintenance Council Outcomes How the activity contributes properties for periods of time after programme. Ensure appropriate a storm event. The entire modelling and upgrades where Environment Disposing of stormwater to meet stormwater network has limited appropriate. Infrastructure environmental and public health construction in accordance with

Page 13 of 205 Whanganui District Council Long Term Plan 2018-2028 Stormwater and variable levels of protection the Land Development and  Integrated catchment management plans will be developed to against major storm events. Subdivision Engineering Standard prioritise all catchments and sub-catchments. and Council Supplement  The District Plan review will be implemented as intended to Document. Ensure well-defined protect natural attenuation areas, and critical secondary flow and unobstructed overland flow paths. paths exist for major storm events.  Sumps and sump-connections are dealt with under Roading Pollution of the Whanganui River Stormwater retention and categories to take advantage of New Zealand Transport Agency and beaches from polluted treatment best practices to be subsidies. stormwater discharge. followed where practicable. Close  Ponding on roads will occur to varying degrees during storm collaboration with Horizons events. Regional Council’s Water Quality  Areas separated have only minor flooding improvements, and division. levels of service vary from catchment to catchment. Disruption to public / traffic due to Traffic management procedures.  Major new subsoil drains will not be required. construction / maintenance works.  Climate change will be linear. Health and safety risks associated Ensure compliance with legislation  Groundwater drainage is not a large contributor to system with the operation, maintenance, and Health & Safety Management performance. or construction of stormwater Plans. Maintain an Incidents infrastructure. Register. Asset management Cost of stormwater infrastructure. Optimise expenditure programs. For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001. Assumptions  Growth to be contained to the existing zones and/or structure plan Funding the annual net cost – who pays? areas identified to date. Please see the Funding Impact Statement in Volume 1 of the Long Term  Primary stormwater network improvements to service design Plan 2018-2028. storm events only.  Model outcomes are reasonably accurate, and a useful guide for decision making.  Current level of service for primary stormwater network before spilling is a one year ARI (Average Recurrence Interval).

Page 14 of 205 Whanganui District Council Long Term Plan 2018-2028 Stormwater

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer Customer value Customer service performance measures Performance Initiatives to Outcomes levels of level improve levels of service procedure service Performance measure Baseline5 Year 1 Year 2 Year 3 Years 4-10 Target Target Target Target (2018- (2019- (2020- (2021- 2019) 2020) 2021) 2028) Environment Monitor flood Responsiveness The median response time 06 4 hours 4 hours 4 hours 4 hours Monthly Operation of a warnings and to attend a flooding event reports from Customer Help respond maintenance Desk during (measured from the time promptly contractor working hours and notification is received to during provision of an the time that the service emergency after-hours service personnel reach the site) management for handling flooding complaints; events operation of a 24 hour on-call maintenance service

5 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’. 6 No flooding event has triggered this measure

Page 15 of 205 Whanganui District Council Long Term Plan 2018-2028 Stormwater

Community Customer Customer value Customer service performance measures Performance Initiatives to Outcomes levels of level improve levels of service procedure service Performance measure Baseline5 Year 1 Year 2 Year 3 Years 4-10 Target Target Target Target (2018- (2019- (2020- (2021- 2019) 2020) 2021) 2028) Ensure a safe Health and Number of flooding events7 08 < 5 < 5 < 5 < 5 WDC CRM Adherence to and safety system schedule of operational preventative stormwater maintenance; drainage investigation of network for high water levels in design events critical waterways during rain events; compliance with NZS: 4404 and Council’s companion document; use of electronic measurement and alarm systems; quality audits of contractors

7 To be reported with assumptions as per the DIA’s guidance documentation. 8 No flooding event has triggered this measure

Page 16 of 205 Whanganui District Council Long Term Plan 2018-2028 Stormwater

Community Customer Customer value Customer service performance measures Performance Initiatives to Outcomes levels of level improve levels of service procedure service Performance measure Baseline5 Year 1 Year 2 Year 3 Years 4-10 Target Target Target Target (2018- (2019- (2020- (2021- 2019) 2020) 2021) 2028) Health and The number of complaints 19 0.25 0.25 0.25 0.25 WDC CRM Operation of a safety received about the system Customer Help performance of the Desk during stormwater system working hours and provision of an (expressed per 1000 after hours service properties connected to the for handling stormwater system) complaints; operation of a 24 hour on-call maintenance service

9 The ‘baseline’ reflects actual achievement from the last year as reported in the 2015/16 Annual Report.

Page 17 of 205 Whanganui District Council Long Term Plan 2018-2028 Stormwater

Community Customer Customer value Customer service performance measures Performance Initiatives to Outcomes levels of level improve levels of service procedure service Performance measure Baseline5 Year 1 Year 2 Year 3 Years 4-10 Target Target Target Target (2018- (2019- (2020- (2021- 2019) 2020) 2021) 2028) Health and For each flooding event, the 0 0.5 0.5 0.5 0.5 WDC CRM Adherence to safety number of habitable floors system schedule of affected preventative maintenance; (Expressed per 1000 investigation of properties connected to high water levels in storm water system) critical waterways during rain events; compliance with NZS: 4404 and Council’s companion document; use of electronic measurement and alarm systems; quality audits of contractors Health and Compliance with all 0 WDC CRM As above safety resource consents for system discharge from the stormwater system. Measured by the number of:

a) abatement notices 0 0 0 0

b) infringement notices 0 0 0 0

c) enforcement orders 0 0 0 0

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Received by Council in relation to those resource consents

Network Works for Number of urban floor- New 2,395 2,250 1,727 1,607 WDC CRM Adherence to System everyone levels at risk, during the system schedule of

Performance flood design-event. 10 preventative maintenance; investigation of high water levels in critical waterways during rain events; compliance with NZS: 4404 and Council’s companion document; use of electronic measurement and alarm systems; quality audits of contractors

10 As defined by the Horizons One Plan, the Building Act and the WDC District Plan rules

Page 19 of 205 Whanganui District Council Long Term Plan 2018-2028 Waterways and natural drainage Horizons Regional Council has developed an overall vegetation The scope management strategy for the Whanganui River, in the urban area; The urban stormwater system relies on a network of open drains, streams, however, there are some vegetation strategies within the urban environs, attenuation areas, natural features and storm flow paths which are all associated with the protection of Council assets and visual enhancement critical to mitigate flooding impacts during serviced events within the that remain our responsibility. In addition, we clear slipways. urban area. Collectively these are managed under the waterways and natural drainage activity. Many of these natural features are on private Horizons Regional Council is responsible for the flood-protection works property and are protected by the Local Government Act and our protecting the city from the Whanganui River. Stormwater Policy. Why we do it What we do This activity ensures natural water systems are managed to meet The Whanganui River, a number of streams and numerous open drains run environmental and amenity standards for the district’s wellbeing. through the city. The streams and open drains are maintained to maximise flow capacity and to maintain their function as part of the city’s stormwater Watercourses mitigate potential public health and safety issues, network. Maintenance includes routine weed and tree growth clearing, particularly during flood events when excess stormwater requires sediment removal, erosion control and bank protection on all public parts dissipation. As a result, they need to be managed to ensure maximum of the waterway whereas privately owned parts of the waterway are the benefit during flooding events. land owner’s responsibility, and needs to be kept free from obstruction. Streams, waterways, natural drains and attenuation areas also provide Capital expenditure is incurred on some streams to improve flood flow both environmental and some recreational amenity value. Upgraded capacity, where necessary, to reduce the risk of property damage and to management of natural water systems may enable provision of additional mitigate danger to life. recreational facilities such as walkways, reserves or wetland habitat areas.

This activity, in conjunction with the Stormwater activity, also supports The rationale for service delivery also aligns with our overarching vision, Civil Defence plans in flooding situations. mission and strategy to position our district as Leading Edge and to achieve our purpose – particularly by sustaining the welfare of our community, as Two wetlands, Titoki and Kokohuia, require specific higher level well as looking after our environment. maintenance regimes, based on its ecological and historical importance.

Note: Riverbank protection work affecting roads adjacent to the Whanganui River is carried out under the Roading activity.

Page 20 of 205 Whanganui District Council Long Term Plan 2018-2028 Waterways and natural drainage

Key issues Community Outcomes How the activity contributes Key issues Strategies to address key Maintaining drains and issues watercourses to reduce the risk of Clarity around responsibility for A policy has been developed in flooding during serviced events in ownership and maintenance of conjunction with Horizons the urban area. waterways and drains. Regional Council and Department of Conservation. This defines key Maintaining flood protection responsibilities for waterways and valves in the network during drains and is no operational. We events resulting from flooding of will work in accordance with this. the Whanganui River. Erosion work. We have included $5,000 in each year in the LTP for all erosion- To protect the natural ecosystems related work. in the district’s waterways.

Community Outcomes Goal and principal objectives

Community Outcomes How the activity contributes Goal Community Managing natural water systems To provide a safe urban environment for people and to reduce the risk of to reduce public health risks and to damage to property and risk to life from flooding. reduce the risks of flooding in the Principal objectives urban area including:  To ensure the open drains and streams maximize flood attenuation Managing the natural water before overtopping or eroding the banks, causing property systems to ensure public health damage. and safety standards are protected  To provide timely and accurate advice and assistance to the by eliminating contamination of emergency management office during flood events. our natural watercourses.  To maintain the set level of service for the stormwater network. Environment Responding with high priority to  To improve the level of protection by attenuating flows before sewer contamination or flooding they enter the stormwater urban system, and protecting natural that is likely to affect public health. attenuation areas which reduce the impact of storms and flooding in the urban area (in conjunction with the Stormwater activity).

Page 21 of 205 Whanganui District Council Long Term Plan 2018-2028 Waterways and natural drainage Potential significant negative effects There are no potential significant negative effects from this activity.

Assumptions  Horizons will maintain a flood warning system in accordance with the Whanganui Flood Action Plan for the Whanganui River.  Existing stopbanks will remain intact.  Future river flood protection works will be provided by Horizons Regional Council.  Future effect of climate change is linear.  No allowance for growth.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 22 of 205 Whanganui District Council Long Term Plan 2018-2028 Waterways and natural drainage Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Outcomes Customer levels of Customer value Customer service performance measures Performance Initiatives to service level procedure improve levels of service Environment Effective warnings Performance measure Baseline11 Year 1 Target Year 2 Target Year 3 Target Years 4-10 and responses are (2018-2019) (2019-2020) (2020-2021) Target given to protect (2021-2028) people and property from the Reliability Compliance with the 100% 100% 100% 100% 100% Emergency Annual review Whanganui River’s Whanganui River Flood Action event post- of the action rising flood waters plan event plan in debrief conjunction reports with Horizons Regional Council

11 11 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report.

Page 23 of 205 Whanganui District Council Long Term Plan 2018-2028 Wastewater

The scope In Marybank an oxidation pond system is operated, and in Mowhanau a We are responsible for the provision and management of three sand filtration system followed by land disposal is used. Wastewater systems:  Whanganui Urban Wastewater System Why we do it  Mowhanau Rural Wastewater System As well as providing a convenience to households by enabling easy sewage  Marybank Rural Wastewater System disposal, the collection, treatment and disposal of wastewater is also important to maintain public and environmental health, as well as the quality of our natural environment, e.g. waterways. The systems comprise of service lines, pipe networks, pump stations, treatment plants and outfalls. The community has identified through its support for the wastewater What we do scheme, that it values the effective delivery of this service. This is also mandated by the Resource Management Act (1991) and the Health Act The wastewater activity involves the safe management and disposal of (1956). human wastewater and industrial trade waste. Under the Resource Management Act (1991), we are charged with Until 1972 Whanganui had a "single pipe" system that collected both managing our resources in a sustainable manner including safeguarding wastewater and stormwater in our streets and private properties. the life-supporting capacity of water and ecosystems, especially areas of Wastewater separation requires separate collection and pipe systems for cultural importance such as the ‘Awa’. wastewater and stormwater. In our case, this requires both private properties and the public street system to install separate systems. Under the Health Act (1956), every local authority has a general responsibility to improve, promote and protect public health in its district. The wastewater/stormwater separation programme of works started in the 1970s to ensure that all wastewater discharges to the river ceased, with The rationale for service delivery also aligns with our overarching vision, sewage and industrial trade waste treated and discharged through the mission and strategy to position our district as Leading Edge and to achieve existing outfall to the sea. This programme is now partially complete, our purpose – particularly by sustaining the welfare of our community. however, modification, completion and effectiveness monitoring will be undertaken over the next 10 years. Key issues

The completion of the wastewater scheme provides for collection and Key issues Strategies to address key issues conveyance of sewage and industrial wastewater to a new wastewater Wastewater Treatment Plant We are committed to building a treatment plant, with separated stormwater discharging to the Whanganui wastewater treatment plant that River or smaller local watercourses.

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Key issues Strategies to address key issues Key issues Strategies to address key issues considers the environment and is 2014 under the emergency affordable to the community it provisions of our outfall consent. serves. In view of the delayed start to Balancing affordability and construction on the new plant we environmental considerations is applied to Horizons Regional difficult. The more treatment Council for a short-term consent to wastewater receives, the more it continue to discharge directly to the costs both ratepayers and trade sea until a new plant is waste industries. Less treatment commissioned. The short term reduces costs but means lower consent for this discharge to the quality effluent is discharged to the ocean expires in May 2019. The new sea. WWTP will be fully operational by the time the consent expires, and We started construction of our new the discharge of partially treated Wastewater Treatment Plant wastewater to the ocean will end. (WWTP) in 2016 and expect Trade Waste Bylaw We are in the process of creating a construction and commissioning of new Trade waste Bylaw, as well as a the plant to be completed by June new trade waste charging model 2018. and discharge permits to allow WDC Delayed construction and impact The old treatment plant has not to effectively implement the new on resource consents been operating because we needed bylaw. We are in discussion with all to remove the sludge from the wet industries that will contribute existing ponds to bring an end to the to the new plant, and expect this odour issues affecting the city and work to be completed before the to prepare the site for the new plant new plant is fully commissioned. to be built. Screened, untreated Trade waste management There will be more emphasis on wastewater has been discharged to trade waste effluent quality. The the sea via the outfall since January total trade waste load will have a significant impact on the new

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Key issues Strategies to address key issues Key issues Strategies to address key issues wastewater treatment plant and the location of any undersized the receiving environment and will assets. All necessary upgrades are be monitored more closely. included in this 10-Year Plan. Potential failure of deteriorating Collect data (for example, through pipes CCTV cameras) to determine asset Community Outcomes condition and priority works. This is Council Outcomes How the activity contributes an annual programme. Environment Completion of the wastewater Annual renewals of pipes at risk scheme will substantially reduce the A full physical asset condition A follow-up CCTV Programme of risk of potential sewage overflows to assessment of high priority assets assets with lower criticality the river and so improve river water has been undertaken to verify priorities is underway, and this work quality. It will also reduce the risk of age profile replacement is expected to be completed during sewage flowing onto private the period of this LTP. properties and roadways. Overflows from pump stations New measuring and monitoring following heavy rain equipment installed at each pump Goal and principal objectives station to monitor overflow events. This will help us to better Goal understand what causes these To ensure that residential wastewater and industrial trade wastes are events, enhance our responsiveness satisfactorily collected, treated and disposed of in order to protect the and monitor the performance of the health and safety of the public, and to protect and rejuvenate the quality network. of the natural environment. Inflow and infiltration of An inflow and infiltration stormwater into the wastewater investigation programme is Principal objectives system underway. This work will be  To protect public health and the environment by providing completed during this LTP. appropriate standards of treatment and system management. Parts of the network suffer from a Comprehensive modelling of the  To ensure proper maintenance of the reticulated wastewater lack of capacity due to undersized wastewater system to determine assets so that service capacity and integrity is not reduced. pipes location of any undersized assets  To meet the requirements of the resource consents for discharge has been completed to determine of wastewater.

Page 26 of 205 Whanganui District Council Long Term Plan 2018-2028 Wastewater  To undertake wastewater services on behalf of the community in Significant negative effect Mitigation of negative a manner that is financially sustainable. effects  To minimise uncontrolled overflows of untreated wastewater from Pollution of beaches from Operation of a new treatment both existing and new systems. inadequately treated outfall plant in compliance with  To ensure trade waste users adequately treat their trade waste at discharge. resource consent conditions. source and comply with discharge consent approvals.  To ensure that individual property wastewater systems do not Maintenance programmes. negatively impact on the environment or endanger public health. Trade waste monitoring. Potential significant negative effects Pollution of properties from Maintenance programmes and Significant negative effect Mitigation of negative overflows of untreated environmental controls. effects wastewater. Pollution of the Whanganui River Separation of the combined Infrastructure construction in from wastewater discharges and wastewater network, with accordance with the Land overflows. separated stormwater Development and Subdivision discharging to the Whanganui Engineering Standard and River or smaller local Council Guidelines. watercourses. Odour from manholes, pump Optimisation of the operation of stations and Wastewater the networks (pump hours). Completion of the wastewater Treatment Plants. scheme to provide for collection Installation of odour control and conveyance of sewage and systems. industrial wastewater to the new Disruption to public / traffic due Traffic management procedures. wastewater treatment plant to construction / maintenance works. We have completed a Health and safety risks Ensure compliance with comprehensive network associated with the operation, legislation and Health & Safety modelling programme and have maintenance, or construction of Management Plans. produced a list of upgrade works wastewater infrastructure. to construct to manage the Maintain an Incidents Register. wastewater discharges and Cost of wastewater Maximising funding. overflows more effectively. infrastructure

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Assumptions  Trade waste volumes remain steady.  Trade waste user fees are collected in a timely manner.  The ocean outfall retains its structural integrity.  The wastewater pumping stations’ operations are fully upgraded to ensure the risk of overflows to the river is minimised.  The new wastewater treatment plant will be designed and constructed to meet environmental standards under normal weather and industrial operating conditions (industry will meet its consent conditions).  Inflow of storm water and infiltration of ground water into aging wastewater pipes does not substantially increase.  A replacement cycle for critical assets in poor condition is commenced.  All overflow points to the river are known (100 year old system).

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

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Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance measure Baseline12 Year 1 Target Year 2 Year 3 Years 4-10 (2018-2019) Target Target Target (2019- (2020- (2021-2028) 2020) 2021) Environment The sewerage system Responsive The number of dry weather 0.89 <5 <4 <3 <3 Monthly Operating the is convenient, safe ness sewerage overflows from the reports from Customer Help and reliable system maintenance Desk during contractor working hours and (expressed per 1000 sewerage and SCADA an after hours connections) system service for handling complaints. 24 hour on-call maintenance staff. Providing information on Council’s website explaining aspects of the Wastewater service.

12 12 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’.

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Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance measure Baseline12 Year 1 Target Year 2 Year 3 Years 4-10 (2018-2019) Target Target Target (2019- (2020- (2021-2028) 2020) 2021) Responsive Median response time for 12 minutes 6 hours 6 hours 6 hours 6 hours Monthly Delivery of regular ness attending sewerage overflows reports from maintenance resulting from blockages or maintenance programmes; other faults contractor investigation of intensive inflow and (measured from the time that infiltration over the notification is received to the next three years to time that the service personnel create less flow reach the site) when it rains and reduce the amount of time we have to pump out to sea; operation of CCTV programmes to check the wastewater network Responsive Median response time for 1 hour 23 5 days 5 days 5 days 5 days Monthly Operating the ness resolution of blockages or minutes reports from Customer Help other faults maintenance Desk during contractor working hours and (measured from the time that an after hours notification is received to the service for handling time that the service personnel complaints. 24 hour confirm resolution of the on-call maintenance blockage or fault) staff. Providing information on Council’s website explaining aspects of the Wastewater service.

Page 30 of 205 Whanganui District Council Long Term Plan 2018-2028 Wastewater

Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance measure Baseline12 Year 1 Target Year 2 Year 3 Years 4-10 (2018-2019) Target Target Target (2019- (2020- (2021-2028) 2020) 2021) The environment Quality Compliance with all resource 0 Measured by Changing the (including waterways consents for discharge from the number existing and beaches) is the wastewater system. of: configuration of the protected from the Abatement treatment plant to adverse effects of Measured by: Notices correct process wastewater inefficiencies. Infringement Notices Continuous a) abatement notices 0 0 0 0 sampling and Enforcement monitoring of the Orders, and new process. b) infringement notices 0 0 0 0 Convictions Maintaining all electrical and mechanical c) enforcement orders 0 0 0 0 equipment to a high standard.

d) convictions 0 0 0 0

in relation to the resource consents.

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Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve Outcomes service value level levels of service procedure

Performance measure Baseline12 Year 1 Target Year 2 Year 3 Years 4-10 (2018-2019) Target Target Target (2019- (2020- (2021-2028) 2020) 2021) Reliability The total number of 1 < 5 < 5 < 5 < 5 CRM system Operation of a complaints received Customer Help Desk during (expressed per 1000 working hours and connections) provision of an after-hours service Complaints may include for handling sewage odour; sewerage system complaints; faults; sewerage system operation of a 24 blockages and Council’s hour on-call response to any of these issues. maintenance service. Providing information on Council’s website explaining aspects of the Wastewater service

Page 32 of 205 Whanganui District Council Long Term Plan 2018-2028 Roading ensure regulatory compliance to maintain a safe and healthy community What we do and to ensure environmental standards are met. We operate, renew and provide ongoing improvement to the district’s roads, bridges, traffic management and control systems, streetlights, This rationale aligns with our overarching vision, mission and strategy to roadside drainage, public parking and road opening compliance. This does position our district as Leading Edge. not include State Highways 3 and 4, which run through the district and are the responsibility of the New Zealand Transport Agency. Key issues Key issues Strategies to address key Why we do it issues The transport network is a significant core infrastructure in the District contributing to the social and economic well-being of residents, visitors The form and function of the road Targeted funding of road and businesses. The transport network is essential to the continued network are not meeting the maintenance and renewals growth and economic success of the Whanganui District and must be changing demands and needs works to address a deteriorating resulting in decreasing levels of managed, safely, efficiently and effectively, now and in the future. road network service and increasing reactive Consideration of third party The land that roads are on is kept in public ownership so that accessibility interventions is afforded to all users. This allows for both commuter and recreational The increased volume of trucks contributions to subsidise activities but also the movement of goods and services on roads. Service on Whanganui’s road network is maintenance and upgrade utilities networks (electricity, gas, water and telecommunications) are also putting pressure on the works located in the legal road reserve. District’s road network All-Faults defect identification

infrastructure and causing and monitoring The forming, surfacing, sealing, grading of roads and road shoulders, along with traffic management and control devices, allows for safe, efficient and concerns for Council. Predictive Modelling (dTIMS) to sustainable travel by motor vehicles, cyclists and pedestrians. Streetlights Government legislation is identify early weak sections of are provided for the safety of all road users during night-time hours. promoting heavier, longer, the network. (Right treatment wider and higher vehicles to applied at the right time and Through the review of our vision the community signalled that it wants a increase freight efficiencies location) district that is safe and well connected. within the constraints imposed Initiate Quarterly meetings with While there is a legal requirement, there is also a community expectation by the local transportation key industry stakeholders to - demonstrated by consultation, complaints and requests - that we will network. discuss programmes and issues

Page 33 of 205 Whanganui District Council Long Term Plan 2018-2028 Roading

Key issues Strategies to address key Key issues Strategies to address key issues issues impacting on the transportation effect of making funding for network emergency events harder to obtain. The higher threshold or Council to work with industry to significance of an event is now develop areas suitable for log rail required to obtain funding outside transfer storage and freight hubs core bulk allocations. in Whanganui District A range of factors such as urban Adequate funding available to The network is impacted by Prepare works programmes that intersections layout, age, implement safety initiatives challenging geology, topography target at risk areas on the network capability and experience of Identify at risk areas on the and weather resulting in increased and undertake physical work that drivers are resulting in death and transportation network and resilience issues and high repair correct deficiencies serious injuries undertake safety related costs when unplanned events Pro-active management of road occur. drainage assets improvement works (i.e. Steep terrain and erodible soils All-Faults defect identification and Intersection improvements) make the Whanganui District monitoring of problem areas Implement safety education programmes targeted at key, at highly susceptible to the effects of requiring intervention risk groups in the Whanganui heavy and prolonged rain events Consideration is given to District affecting predominantly the rural addressing identified resilience Responding to safety related transportation network. The issues when undertaking concerns from stakeholders district can expect to receive programmed maintenance and Work with industry to identify flooding to various degrees of renewal works intensity during any particular Repair treatments are fit for areas that pose a safety risk. year. purpose and target root cause Opportunity through good policy Reinstatement works to restore Inspection regimes that provide to get third party contribution as part of consenting requirements. road access and repair damaged early identification of defects and Appropriate maintenance and infrastructure adds considerable intervention renewal programmes, and pressure to available resources, implementation that ensures road both physically and financially. An assets are fit for purpose amendment to the definition of Emergency Works has had the

Page 34 of 205 Whanganui District Council Long Term Plan 2018-2028 Roading

Key issues Strategies to address key Key issues Strategies to address key issues issues The changing needs (e.g. mobility) Enhance urban cycleway and Create pedestrian friendly and expectations (e.g. active pathway connections through new neighbourhoods. modes) of the community require projects to encourage active Address safety issues in the urban investment to meet Levels of transport environment for all active modes Service for all modes Integrating our pre-existing of travel. walkways and cycle paths to make Collaborate with partners to it easier for people to choose ensure public transport stations active transport. are accessible by everyone Taking a whole of journey Implement cycling supporting approach and ensuring public facilities and parking transport is linked to active improvements to increase transport modes. accessibility and encourage new Develop cycling corridors for cyclists cyclists of all abilities Investigate and develop Community Outcomes programmes that are designed to increase active transport Community Outcomes How the activity contributes affordability. Community Supporting communities along the Prioritising active transport modes Whanganui River. through the employment of local area traffic management Use best practice to provide and measures to influence driver operate a safe local roading behaviour and reduces the network. convenience of car use to provide safer streets for everyone. Provide the core infrastructure Identifying where safety risks are that will allow access to all for cyclists and implement traffic healthcare services. controls to mitigate these risks. Connectivity Well-connected pathways throughout the district.

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Community Outcomes How the activity contributes Community Outcomes How the activity contributes Provide the core infrastructure A safe interconnected roading that will allow access to active network. recreational and sporting opportunities. Improved access to port, rail, air and roading networks. Goal and principal objectives

Provide the core infrastructure Goal that will allow access to the port in To provide roading, pedestrian and parking facilities, and public transport order to develop it to its full infrastructure for the sustainable, safe, convenient, comfortable and cost potential. effective movement of people, goods and vehicles throughout the district Economy Use best practice to provide and to destinations outside the district. sustainable and efficient use of the district’s resources. Provide the Principal objectives core access infrastructure that will  To ensure that the transport network and services (including allow our district to become services and amenities for vehicular traffic, cycling and walking) business friendly. provide a quality service from the economic, environmental, social and cultural point of view. Provide the core access  To ensure the maintenance of the transport network, so that infrastructure that will continue to service capacity and integrity is not reduced. allow a strong rural economy.  To anticipate the time when it may be necessary to extend or upgrade existing roads, or to build new roads (in order to maintain Provide the core access or increase a sustainable level of service) and to plan accordingly. infrastructure that will promote  To have a sound management regime for all matters relating to the the sustainable development of provision of an effective, sustainable and thoroughly integrated cultural, sports and recreational transport network. activities and facilities for young  To process, monitor and enforce Corridor Access Requests (CAR), people. in accordance with the requirements of the National Code of Practice for Utilities Access to the Transport Corridor while meeting

Page 36 of 205 Whanganui District Council Long Term Plan 2018-2028 Roading the standard statutory time limits set by the Resource Significant negative effect Mitigation of negative Management Act. effects  To process, approve and enforce Temporary Traffic Management Plans in accordance with the requirements of the Code of Practice Air quality affected by vehicle Promotion of alternatives to motor for Temporary Traffic Management (COPTTM), ensuring Council emissions. vehicles. meets the requirements of the Health and Safety in Employment Act. Ongoing financial  To ensure effective management of the Council’s parking assets. complementation to cyclist and  To align with the Government Policy Statement and the Regional pedestrian initiatives from Land Transport Plan. strategy. Sedimentation and changes to Consider effects in conjunction at Potential significant negative effects natural waterway flow patterns design phase. from road maintenance and Significant negative effect Mitigation of negative construction. effects The use of natural resources and Review disposal policies, People killed or injured on roads. NZTA monitors and records the the disposal of road construction procedures and activities. number of all road related deaths materials. and serious injuries. Liaise with authorities regarding establishment and management of Undertake crash reduction studies disposal sites. and strategies. Effects on significant cultural and Consultation with effected parties. historical heritage features. Road safety collaboration with Visual impact of roading on the Consider low impact design other territorial local authorities landscape. options at design phase. and focus groups in the region. Undertake consultation with Maximise funding for safety affected parties. improvement works. Effects on ecological resources Compliance with Resource Excessive noise from busy roads. Investigate noise reduction from road construction. Consents issued for construction measures and consider options at works. design phase to mitigate the noise effects.

Page 37 of 205 Whanganui District Council Long Term Plan 2018-2028 Roading Significant negative effect Mitigation of negative  NZTA will endorse the investment of $32,886,419 in road effects maintenance and renewals for 2018-21.  NZTA will provide funding for investment in programmed Proactive development of a improvement projects for 2018/21 comprehensive Environmental - Bridge Replacement Kauarapaoa Rd (Br15) $750,000 Management Plan when - Bridge Replacement Wakefield St (Br74) $1,780,000 scheduling works. - Heads Rd / Beach Ro Intersection $1,397,550 - Low Cost / Low Risk Improvements $6,943,000 Consider environmental control - Cycle Path Construction $1,550,000 options when designing drainage - Studies and Strategic Planning $140,000 systems. To be considered both  NZTA will continue to provide funding support for the during construction and implementation of Whanganui’s urban cycleway programme. throughout ongoing life of assets.  The community’s expectations will remain at similar levels over the Environmental effects of dust and Develop dust minimisation next 10 years. volatile materials used in road strategies and procedures.  Levels of service will be delivered through intervention strategies maintenance and construction. complementary with the ONRC and the Whanganui Urban Monitor number of complaints Transportation Strategy received.  Regional and central government will not pass legislation that will Vibration effects on people and Proactive notification of activities impose new costs on Council. buildings from road maintenance to be undertaken. and construction activities. Asset management Consider methodology to reduce For detailed activity management information including risks, vibration. maintenance, operating issues and future demand please see our Asset Land use and planning restrictions. Ensure compliance with Council Management Plans. These are available on our website policies and procedures. (www.whanganui.govt.nz) or by contacting Council on 349 0001.

Assumptions Funding the annual net cost – who pays?  Roading remains a Council activity. Please see the Funding Impact Statement in Volume 1 of the Long Term  The plan is based on the New Zealand Transport Agency (NZTA) Plan 2018-2028. maintenance and renewal investment remaining at 61% for the 2018/21 funding period.

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Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures

Customer Service Performance Measures Performance Community Customer Levels of Customer Initiatives to improve Level Outcomes Service Value Year 1 Year 2 Year 3 Years 4-10 levels of service Performance Procedure Baseline13 Target Target Target Target Measure (2018-2019) (2019-2020) (2020-2021) (2021-2028) Economy The provisions of a Safety The change 10 -1 -1 -1 -1 New Zealand Continuing to work on Connectivity, safe and secure from the Police Crash road safety issues with Community local roading previous Assessment the NZ Police, Horizons network financial year System (CAS) Regional Council, NZTA in the number and regular and ACC through a of fatalities or site safety Road Safety Action Plan serious injury audits (RSAP) group; Using crashes on the Low Cost/Low Risk work local road category to undertake network safety improvement works; carrying out a

formal Crash Reduction Study (CRS) every three years; following regular maintenance programmes for key components of the infrastructure; ensuring corridor design and construction for new subdivisions complies with NZS:4404 and Council’s Companion Document

13 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’.

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Quality The 6.7% > 4% > 4% > 4% > 4% NZTA Identifying and percentage of Achievement producing the resealing the sealed report works programme a road network year in advance. that is resurfaced

Page 40 of 205 Whanganui District Council Long Term Plan 2018-2028 Roading

Customer Service Performance Measures Performance Community Customer Levels of Customer Initiatives to improve Level Outcomes Service Value Year 1 Year 2 Year 3 Years 4-10 levels of service Performance Procedure Baseline13 Target Target Target Target Measure (2018-2019) (2019-2020) (2020-2021) (2021-2028) A local road corridor Responsiv The 92% >90% > 90% > 90% > 90% CRM system Investigation of network that meets eness percentage of customer complaints; the needs of the customer Intervention Strategy users service Plans that allow requests that solutions to customer are actioned issues that are linked to within five long-term asset working days management strategies; ensuring Council’s ‘Road Asset Maintenance Management’ (RAMM) system is current and linked to the roading programme; undertaking ‘All Fault’ asset surveys which identify network degradation and its effect on customers’ health and safety

Page 41 of 205 Whanganui District Council Long Term Plan 2018-2028 Footpaths and berms connectivity, tidiness, safety and accessibility, as well as actions which What we do contribute to personal wellbeing and environmental sustainability. Footpaths provide a key link between journey origin and destination for all travel modes and are a means of transport in their own right. They are an It is our responsibility to ensure that the footpath network and berms are essential component of our effective, efficient and sustainable transport appropriately managed, presented and maintained for both amenity and system that enables our customers to make smart transport choices. safety reasons. It is also our duty to ensure accessibility to private properties. Services include:  Footpath repair and maintenance This rationale aligns with our overarching vision, mission and strategy to  New and renewed footpaths position our district as Leading Edge.  Walkway lighting Key issues  Berm maintenance  Seat cleaning and maintenance Key issues Strategies to address key  Bus shelter maintenance issues  Rubbish bin cleaning Ageing, tree root affected Forward programming of planned  Road Openings approval and reinstatement compliance on the footpath requiring substantial maintenance and capital works. berms including vehicle crossings, tree planting, utility services, renewal investment. and stormwater connections to the kerb. Implement a condition-based  Approval and enforcement of Temporary Traffic Management asset inventory system. Plans when working on the berm. Formalise work procedures where This activity covers non-subsidised NZTA works. Pathways or activities tree roots conflict with footpaths. which are subsidised are contained within the Roading activity. Where footpaths can be subsidised, these are dealt with in the Roading activity. Develop / enforce standards for vehicle crossing construction. Why we do it The primary reason for providing footpaths is to ensure safe and comfortable pedestrian access for commuter and recreational activities by making it quicker and easier to get places. Shared paths, where warranted, are also necessary to support an integrated, safe, responsive and sustainable land transport system, which is a fundamental requirement for every district in New Zealand. The community has told us that it values

Page 42 of 205 Whanganui District Council Long Term Plan 2018-2028 Footpaths and berms Community Outcomes Principal objectives Community Outcomes How the activity  To ensure that the footpath network and berms provide a quality contributes service to enhance the social, economic, environmental and cultural wellbeing of the community. Community Provide the core infrastructure  To ensure maintenance programmes meet the expected levels of that will allow access to all service. healthcare services.  To plan necessary renewals or upgrades to the existing footpaths Connectivity Well-connected pathways in order to maintain or increase levels of service. throughout the district.  To ensure that people can walk, travel with prams and mobility

scooters without undue interruption. A safe interconnected roading  To have a sound management methodology relating to the network. provision of an effective, sustainable and thoroughly integrated Economy Provide the core access footpath network within the transport network. infrastructure that will promote  To ensure the services provided are affordable. the sustainable development of  To process, monitor and enforce, Corridor Access Requests (CAR), cultural, sports and recreational when working on footpaths and berms, in accordance with the activities and facilities for young requirements of the National Code of Practice for Utilities Access people. to the Transport Corridor, while meeting the standard statutory

time limits set by the Resource Management Act. Provide the core infrastructure  To process, approve and enforce Temporary Traffic Management that will allow access to active Plans, when working on footpaths and berms, in accordance with recreational and sporting the requirements of the Code of Practice for Temporary Traffic opportunities. Management (COPTTM) guidelines and the Local Roads Goal and principal objectives Supplement to COPTTM, ensuring Council meets the requirements of the Health and Safety in Employment Act. Goal  To process and approve of the construction of vehicle crossings To provide a network of footpaths and walkways that allows the safe, and ensure they are constructed in accordance with Council’s efficient and sustainable commuter/recreational movement of standards. pedestrians; and separates private property from vehicle traffic.  To approve and ensure that any stormwater kerb connections are constructed in accordance with Council’s standards.

Page 43 of 205 Whanganui District Council Long Term Plan 2018-2028 Footpaths and berms Land use planning restrictions. Ensure compliance with council  To consult with footpath users, government agencies and the policies and procedures. community to determine user community requirements for Health risk when seats and bus Routine and on call maintenance planning, protecting, operating, maintaining and improving the shelters are not properly cleaned programme district’s footpath network and berms (including street furniture). and maintained.

Potential significant negative effects Assumptions Significant negative effect Mitigation of negative  The forward works programme for renewals has been ranked on effects the basis of the condition-rating survey and accessibility priority Injury on footpaths or on adjacent Continued implementation of indexation. berms from trip lips on the footpaths renewals work. footpath edges, lips and from tree Asset management roots. For detailed activity management information including risks, Introducing safety hazards when Implementation of Urban maintenance, operating issues and future demand please see our Asset accessibility to residential or Transportation Strategy. Management Plans. These are available on our website commercial and other areas is (www.whanganui.govt.nz.) or by contacting Council on 349 0001. interrupted. Visual impact of the footpath Consider low impact design Funding the annual net cost – who pays? network on the natural landscape. options at design phase. Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028. Undertake consultation with affected parties. Negative visual amenity effects on Implementation of the Urban significant cultural and historical Transportation Strategy. heritage features.

Page 44 of 205 Whanganui District Council Long Term Plan 2018-2028 Footpaths and berms Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures.

Customer Service Performance Measures Customer Initiatives to Community Performance Levels of Customer Value improve levels of Outcomes Year 1 Year 2 Year 3 Years 4-10 Level Procedure Service Performance service Baseline14 Target Target Target Target Measure (2018-2019) (2019-2020) (2020-2021) (2021-2028)

Economy, Footpaths help Responsiveness The percentage 96% >90% > 90% > 90% > 90% CRM system Investigation of Connectivity, people move of footpath customer complaints; Community about safely and requests Intervention Strategy comfortably and actioned within Plans that allow get them where five working solutions to customer they need to go days of issues that are linked notification15 to long-term asset management strategies; ensuring Council’s ‘Road Asset Maintenance Management’ (RAMM) system is current and linked to the roading programme; undertaking ‘All Fault’ asset surveys which identify network degradation and its effect on customers’ health and safety.

14 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’. 15 This includes any requests relating to the footpath and berms activity, for example trip hazards and breakages.

Page 45 of 205 Whanganui District Council Long Term Plan 2018-2028 Footpaths and berms

Quality The percentage 98%17 >90% >90% >90% >90% Footpath By continuing to of footpaths condition rating monitor footpath that meet survey condition through Council’s undertaken rating surveys. standard of a every 5 years.

defect16 score of <50

Quality The total 15916 <20,000 <20,000 <20,000 <20,000 Footpath By continuing to number of condition rating monitor footpath footpath faults survey condition through (includes berms) undertaken rating surveys. every 5 years.

16 This is calculated by the number of bumps, depressions, cracks and scabs on footpaths 17 This is from the 2009 footpath condition rating survey. The last survey was undertaken in December 2014.

Page 46 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves Passive parks What we do Refers to land previously classified as ‘neighbourhood’ or ‘open space’ We provide and manage a number of parks, reserves and sports grounds reserve. These primarily exist in the urban area for the purpose of localised which make up a considerable percentage of the total assets owned and informal recreation and play. Passive parks supply safe, attractive, well managed by the Council. maintained, free draining, flat or gently undulating grassed areas, with the additional provision of playground equipment in residential This activity’s services also include: neighbourhoods.  Provision and maintenance of playgrounds  Provision and maintenance of public conveniences Pathway parks  Streetscape beautification including street trees and gardens Pathway parks provide a means of interconnection between existing parks  Provision and maintenance of river moles, boat ramps, coastal and open space. Pathway parks are essentially a system of linear walkways leading to and encircling existing reserve land while making use of our reserves and Lake Wiritoa surrounds association with both river and coast.

Conservation parks Parks have been classified into the following categories that reflect their varying functions, purposes and levels of service. Covers the majority of land previously classified as either ‘wilderness’ or ‘conservation’ and primarily serve to protect and enhance natural Premier parks resources and provide passive ecological value.

 Virginia Lake Reserve and Winter Gardens A full list of park classifications is available in the Parks and Open Spaces  Bason Botanic Gardens Strategy document which is available on the Council website:  Queens Park www.Whanganui.govt.nz.  Kowhai Park  Castlecliff Domain Active parks  Majestic Square These areas are primarily dedicated to sporting activity. The main sports grounds include:  Cooks Gardens – a premier sports ground and event area, hosting These parks are well established and fill a significant and high profile role athletics, representative rugby, track cycling and a variety of within the community, for example, Kowhai Park. They are iconic, tourist community events. focused and of economic benefit

Page 47 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves  Springvale Park – a multi-use ground used for both summer and Why we do it winter codes. It is also the site of the Masters Games village, Local authorities exist to supply services that meet the needs of ratepayers three stadia and the Splash Centre. and external customers. The services are provided in response to the needs and wants of the community whilst protecting the sustainability of the resource. There are a number of additional sports fields that are generally used for particular sporting codes: Infrastructure is the substructure on which the continuance and growth of  Wembley Park: soccer communities depend.  Spriggens Park: rugby Under the Local Government Act 2002 the purpose of councils is:  Braves Softball Park: softball “To enable democratic local decision-making and action by, and on behalf  Victoria Park: cricket of, communities; and to meet the current and future needs of communities  Laird Park: bowling and netball for good quality local infrastructure, local public services and performance  Gonville Domain: golf, touch and hockey of regulatory functions in a way that is most cost-effective for households and businesses.”

The following are neighbourhood sports grounds, some of which are This Act specifies a series of ‘core services’ under section 11A. These increasingly seen as an important component in the fostering of include the provision of libraries, museums, recreational facilities and community development. These spaces act as venues for more casual other community infrastructure. sporting and leisure activities, and also serve as neighbourhood reserve areas. Reserve space and public facilities for recreational activities is typically  Peat Park provided by local government. This is because councils not only have the  Lundon Park resources to do this, but also because delivery of open space supports the  Williams Domain needs and interests of the community and, subsequently, the aims of the Local Government Act 2002.

We continually review the parks and reserves portfolio to ensure that we These spaces provide urban relief by softening the landscape but, just as are not holding land that is surplus to the district’s requirements. Any importantly, necessary space for people to participate in both active and surplus land will be disposed of following the appropriate consultation with passive recreational activities. They are areas for the whole community to the community and stakeholders. use.

Page 48 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves Recreational spaces contribute to the community’s social, cultural, Key issues Strategies to address key environmental and (in some cases) economic interests and help to issues promote family values by providing opportunities for family togetherness. Sportsgrounds generally provide space for organised sporting activities Implementing fact based initiatives. where there is no other adequate provider. Ensuring that environmental Maintain current resource consents. effects are managed. The delivery of this activity aligns with our overarching vision, mission and The need to maintain river moles Progress with port revitalisation strategy to position our district as Leading Edge. and boat ramps so they are project with continued engagement functional and safe. with Iwi, the community and Key issues Horizons.

Key issues Strategies to address key Council supporting work of Trust…. issues Impact of Climate change and A Castlecliff Coastal Management Community Outcomes increasing number of adverse report has been prepared which will Community Outcomes How the activity weather events provide options for Council to contributes manage the dunes Ongoing rip rap maintenance to help Community Parks and Reserves promote a preserve beach frontage at sense of community by providing Mowhanau opportunities to recreate and interact with the community at a Recognise change is an issue on neighbourhood or wider operational decision processes. community context, contributing Ageing street tree stock Assessment of priorities for tree to health and social outcomes. replacements Connectivity Quality sporting venues enable Work with infrastructure to combine regional or national events. across activities in projects to create efficiencies. The Parks and reserves activity Managing community Competitive tendering for long term aligns with the key objectives of expectation for needs vs wants maintenance contracts. this outcome by providing well within a climate of limited funds. Ongoing review of contract connected accessible pathways methodology to ensure value for throughout the district. These can rate payer. be found in and around parks,

Page 49 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves Community Outcomes How the activity Community Outcomes How the activity contributes contributes along the river, in neighbourhood A varied range of open spaces and areas and throughout the district’s sporting activities encourage green belt. events which attract visitors from The Parks activity provides out of Whanganui. opportunities to connect with the Streetscapes contribute to the environment, and rich cultural real-estate values. history of Whanganui The range of activities available Varied park facilities create an encourages visitors to stay longer environment that ‘Works for all’ in Whanganui. Creativity Our Parks and Reserves promote Parks and open spaces of a high our district as an arts and culture quality help to showcase an hub through community art and enviable lifestyle which helps to sculpture. encourage people to come and live A number of gardens provide in Whanganui. attractive and colourful plant displays Goals and principal objectives Environment Parks add value and enhance the natural environment that already Goal exists. To enable the community to engage in both passive and active recreational A number of parks provide special activities by providing amenity space and facilities that are accessible, landscapes of Botanical interest available and relevant to the whole community; which meet recognised and plant diversity. sporting standards, and which add to the overall ambience and image Parks provide natural water values of the district. holding capacity and contribute to a healthy environment. Principal objectives Economy Access to open space is part of our commitment to deliver a diverse To provide parks and recreation facilities that meet the current and future range of activities and facilities to needs of the community and allow reasonable access for all. meet the varied needs of our To provide and maintain park facilities in a way that ensures they are safe community. and fit for purpose.

Page 50 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves To provide and environment within parks and recreation facilities that Significant Negative Effect Mitigation of Negative contribute to Whanganui’s reputation as a great place to live and visit. Effects To undertake beautification projects that both enhance, contribute and add value to the environment. New play equipment to meet To manage the maintenance of assets in a fiscally responsible way. voluntary playground standard  To contribute to the economic activity in the district by providing (SNZ 5828: 2015) when installed. a range of recreational venues that will encourage visitors to the Health related problems through Work with other agencies to district. the transmission of water borne inform public of unsafe swimming diseases and general hygiene areas as required. Potential significant negative effects issues. Contractor monitored monthly to assess compliance with contract Mitigation of Negative Significant Negative Effect specification to ensure that public Effects conveniences are being kept in a Noise and disorderly behaviour Monitor usage of sports grounds safe and sanitary condition. arising from events at Sports and maintain booking system. Grounds causing damage Council have in place an Assumptions enforceable bylaw.  Service delivery continues to be outsourced. Noise and disorderly behaviour Alcohol ban in public places. arising from influx of visitors to  Continue with the development of a Coastal Management Plan destination parks over the festive  We have a planned approach to rationalise, sell or gift back reserve season. areas considered surplus to requirements. Lack of maintenance resulting in Asset management plans, full  The same levels of service will mostly be retained in relation to derelict buildings, creating a poor facility maintenance contract operational activities. However all activities will undergo review of visual image and potentially requiring a proactive approach to levels of service at the time of tendering contracts with an aim to unsafe properties. property maintenance. Lack of maintenance resulting in Asset management plans, full keep the cost of operational activities down. unsafe play equipment. facility maintenance contract  Funding for new initiatives will be limited due to other financial requiring a proactive approach to pressures the Council faces, such as debt reduction and the play equipment maintenance. strengthening of earthquake prone public buildings. Monthly inspections of all  Trust groups will be encouraged to help out with funding of playgrounds by a Level 2 qualified operational and maintenance costs for capital works. playground inspector.

Page 51 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves Asset management For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 52 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Customer service performance measures

Community Customer levels Customer Performance level Initiatives to improve levels outcomes of service value Year 1 Year 2 Year 3 Years 4-10 procedure of service Performance Baseline18 target target target target measure (2018-2019) (2019-2020) (2020-2021) (2021-2028)

Economy Parks and Quality The percentage of 71% 85% 85% 85% 85% Independent Ongoing monthly /Connectivity Reserves are the community Community Views monitoring of contract / Creativity well satisfied with the Survey areas against the specific maintained maintenance and contract specifications – and presentation of (mowing height, weeds, presented. our open spaces litter); investigate and remedy issues raised through the CRM system; programme maintenance within the Annual plan process; investigate customer complaints and undertake maintenance as required and within budgeted monies; encourage use of volunteer workforce where appropriate.

18 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

Page 53 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves

Customer service performance measures

Pathway Parks Accessibi The percentage of 79% 85% 90% 90% 90% Independent Implementation of the are well lity Whanganui Community Views Active Transport Strategy; connected residents who Survey survey of selected and provide have used walkways usage and type links walkways along of usage undertaken (min throughout the river and 5 yearly)’ undertaking our throughout the regular inspections on the communities parks network walkways and programme during the year. maintenance as required.

Community/ Public toilet Health The percentage of New 70% 70% 75% 75% Independent Ongoing monthly Economy / facilities are and people who are Community Views monitoring of contract Environment clean, fit for safety/ satisfied or very Survey areas against the specific purpose and Quality/ satisfied that contract specifications; meet the Accessibi there are reactive maintenance to needs of lity/ adequate toilet be undertaken in a timely users. Availabili facilities to meet manner; planned ty user needs. maintenance and capital

expenditure to be undertaken within the annual plan process and in response to condition rating process in Asset Register; investigate and remedy issues raised through the CRM system; assess need for new facilities against known demand.

Page 54 of 205 Whanganui District Council Long Term Plan 2018-2028 Parks and reserves

Customer service performance measures

Health The percentage of New 70% 70% 75% 75% Independent As above and people who are Community Views safety/ satisfied with the Survey Quality standard of toilet facilities.

Community / Sportsgrounds Reliabilit The percentage of 72% 80% 85% 90% 90% Independent Investigate and remedy Economy within the y/Availab the community Community Views issues raised through the district meet ility satisfied with the Survey CRM system; planned community district’s maintenance and capital need. sportsgrounds expenditure to be undertaken within the annual plan process and in response to condition rating process in Asset Register; implement Sports and Recreation Strategy.

Page 55 of 205 Whanganui District Council Long Term Plan 2018-2028 Cooks Gardens

Key issues What we do Cooks Gardens, incorporating the Velodrome, is Whanganui’s premier Key issues Strategies to address key sports ground and event facility, capable of hosting a multitude of local, issues national and international sporting events. Maximising utilisation of the Implementation of a cohesive venue marketing and communication Day-to-day management of the Event Centre and Sporting Facilities fall strategy. within the portfolio of Whanganui Venues and Events. Ensuring economic benefit to the Annual review of pricing structure community and minimising the for exclusive hire to ensure pricing Why we do it impact on rate payers. remains competitive within the Recreational leisure, excellence and achievement in sports is supported market place and delivers through the provision of community facilities such as Cooks Gardens. affordability and accessibility.

The centrally located facility benefits the whole community by being Community Outcomes available for use; the venue can be exclusively hired for events, including local sports day and community based events. Community Outcomes How the activity contributes The delivery of this activity aligns with our overarching vision, mission and Community By providing a versatile facility strategy to position our district as Leading Edge. that enables the community to

enjoy recreational and

competitive sporting

opportunities, thereby improving

the health and wellbeing of the community. Connectivity By working closely with key partners to bring regional or national events to Whanganui. Creativity

Page 56 of 205 Whanganui District Council Long Term Plan 2018-2028 Cooks Gardens

Principal objectives Community Outcomes How the activity  To attract, develop, and support, new and existing sustainable contributes events Environment By working with our event  To nurture and develop event capability partners and contractors towards  To maximise Venue utilisation zero waste events in our facility.  To improve financial performance Economy By providing a pricing structure that delivers affordability and Potential significant negative effects accessibility.

By developing innovative revenue Significant negative effect Mitigation of negative streams and increasing efficiency effects to reduce reliance on the rate Noise and disorderly behaviour Terms & Conditions of hire. payer. arising from events at sports facilities. Liquor licence is responsibility of Goal and principal objectives hirer.

Goal Council and security staff present at events. As part of the portfolio of Whanganui Venues & Events, the goal is to be the leading destination for events in the Lower North Island. Assumptions To enable the community to engage in both passive and active recreational activities by providing amenity space and facilities that are accessible,  Trust groups will be encouraged to help out with funding of available and relevant to the whole community; which meet recognised operational and maintenance costs for capital works. sporting standards, and which add to the overall ambience and image  Service delivery remains in-house. values of the district.  Venue utilisation will increase, as will associated revenue generated from this activity.

Page 57 of 205 Whanganui District Council Long Term Plan 2018-2028 Cooks Gardens

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 58 of 205 Whanganui District Council Long Term Plan 2018-2028 Cooks Gardens

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels Outcomes service value level procedure of service

Performance measure Baseline19 Year 1 Year 2 Year 3 Years 4-10 Target Target Target Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Economy Cooks Gardens is Accessibility The number of days each year New 53 62 62 69 Internal  Improvements to pricing recognised as a premier that Cooks Gardens hosts Monthly structures, contracts and sporting and event events. Records terms and conditions of hire facility, available for use or hire.  Marketing and Accessibility The number of days each year New 27 31 31 35 Internal communications strategy that Cooks Gardens track and Monthly to promote the Cooks grounds are hired. Records Gardens.  Improvements in customer service through internal Accessibility The number of locally produced, New 34 40 40 45 Internal processes, guest feedback, community events at Cooks Monthly and staff training Gardens. Records

Quality The percentage of the New 45 46 47 47 Annual Client feedback to identify community who have used, Community areas of focus to improve visited, or attended an event at Views Survey service delivery. Cooks Gardens.

19 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan 2018-2028 from a beginning point or ‘baseline’. Page 59 of 205 Whanganui District Council Long Term Plan 2018-2028 Swimming pools

What we do Key issues Strategies to address key issues Aquatic centres provide facilities for water recreation including pools, spa pools, hydroslides, and learn to swim facilities. The Splash Centre offers covered Splash Centre in respect to facilities that are open year round. The Whanganui East Pool, is uncovered and delivering best value for ratepayers. is opened during summer only. Cost recovery and grant payments The annual grant for Sport Whanganui is reviewed at Why we do it scheduled quarterly meetings and Although there is no legal requirement to provide and maintain swimming pools, payments adjusted accordingly in to we have historically undertaken this to enable and encourage the public to reflect income. engage in aquatic recreational activities in a safe and controlled environment. Community Outcomes The rationale for service delivery also aligns with our overarching vision, mission Community Outcomes How the activity contributes and strategy to position our district as Leading Edge by providing a range of opportunities for active recreation. Community Whanganui East Pool supported by a local Trust. Key issues Close working relationship between Key issues Strategies to address key the local schools and our two issues swimming pools. Operation of Whanganui East . Carry out staged upgrade to enable Swimming Pool is contingent upon best practice operating standards. The learn to swim courses continued support by the Council. As a result, the annual operating contribute to more people in the grant provided to the Splash Centre community being safe around for operational management is water. $60,000. Pool conditions and water quality The Whanganui East swimming pool We will be undertaking a staged allow for safe and healthy has come to the end of its viable life. approach to the refurbishment of recreation. the pool with $75,000 per year over five years included in our budget. The pools allow a wide range of Appropriateness of the current Continue to review the people to enjoy safe aquatic management contract for the management practices in place. recreation and exercise

Page 60 of 205 Whanganui District Council Long Term Plan 2018-2028 Swimming pools

Community Outcomes How the activity contributes  To ensure everyone has the opportunity to obtain basic aquatic skills, safety and confidence but also provide a place for fun, enjoyment and opportunities regardless of their fitness (programmes offered covered by contract managers). age or physical abilities.  To ensure that the quality of swimming pool water meets NZ Connectivity Vibrant facilities that attract visitors to our district. Standards. Environment Modification of the air-conditioning  To maintain the affordability of swimming pools for the community in system at the Splash Centre to general. reduce energy usage. Potential significant negative effects Continually monitor water usage Significant Negative Effect Mitigation of Negative and implement saving measures. Effects Economy Quality facilities that service local Health related problems through Water treatment systems. needs save people travelling out of the transmission of water borne town to enjoy swimming. diseases. Accidental loss of life (drowning). Trained lifeguards on duty at all Active recreational and sporting times. opportunities are promoted and Health related problems through Education, shaded areas and provided for all people of all exposure to sunlight at the parental guidance. abilities. outdoor pool.

Goals and principal objectives Assumptions Goal Splash Centre  The current level of service will continue. To provide people with opportunities to engage in pool-based aquatic activities  in a safe and controlled environment. All planned maintenance and capital replacement expenditure will be fully funded. Principal objectives  Service delivery continues to be outsourced but will be regularly reviewed as contract renewals / expiries occur.  To provide all sectors of the community with the opportunity to engage  Council continues the current funding structure. in a variety of water-based recreational activities at the Whanganui  User fees will be reviewed on a bi-annual basis. East and Splash Centre complexes.  The Splash Centre will continue to accommodate school groups as required. Whanganui East pool Page 61 of 205 Whanganui District Council Long Term Plan 2018-2028 Swimming pools  Whanganui East pool will remain open and be managed and operated by the Whanganui East Pool Trust.  The level of operating grant provided by the Council will remain at $31,000 per annum.  Staged refurbishment of the complex will occur over a number of years.  The Whanganui East complex will continue to accommodate school groups as required.  There will be no further fundamental failing in major components.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 62 of 205 Whanganui District Council Long Term Plan 2018-2028 Swimming pools

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels of Customer value outcomes service Customer Service Performance Measures Initiatives to Performan improve Year 1 Year 2 Year 3 Years 4-10 ce Level levels of Baseline Target Target Target Target Procedure Performance Measure service 20 (2018- (2019- (2020- (2021- 2019) 2020) 2021) 2028) Economy, Provide the Reliability/Avail The percentage of users 91% 90% 90% 90% 90% Internally Delivery of Community, community with ability/ Health satisfied with the Splash delivered intercept Environment, aquatic facilities. and Safety / Centre survey of surveys to Connectivity swimming keep up to pool date with Affordability customers customer issues and needs; operation of a revolving schedule of programmes; encouraging contractors to better engage with schools; hosting a variety of events with widespread appeal

20 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

Page 63 of 205 Whanganui District Council Long Term Plan 2018-2028 Swimming pools

Community Customer levels of Customer value outcomes service Customer Service Performance Measures Initiatives to Performan improve Year 1 Year 2 Year 3 Years 4-10 ce Level levels of Baseline Target Target Target Target Procedure Performance Measure service 20 (2018- (2019- (2020- (2021- 2019) 2020) 2021) 2028) The percentage of users Not 95% 95% 95% 95% Internally As above satisfied with the available delivered Whanganui East Pool 21 survey of swimming pool customers The percentage of pool New 80% 80% 80% 80% Internally Obtaining and users satisfied that delivered responding to aquatic facilities provide survey of feedback value for money. swimming from pool customers in customers relation to their experiences and ideas for future services and programmes where these can be delivered within budget.

21 This survey was not completed in 2016/17 so there is no baseline.

Page 64 of 205 Whanganui District Council Long Term Plan 2018-2028 Community The Community activity strongly supports our overarching vision, mission What we do and strategy to position our district as Leading Edge. The Community group leads, builds and supports the implementation of Council strategies that require an integrated whole-of-population Key issues approach. We work across traditional Council activity boundaries, seek Key issues Strategies to address key issues partnerships with external community and governmental agencies, and are equipped to take advantage of opportunities as they arise with small scale, Aligning central, regional and local Setting joint outcomes targets; co-designed innovations that are more formally adopted later within the government social policies. building new partnering Council planning framework. The strategic areas currently covered include competencies; refining Iwi Liaison, Safer Whanganui, Arts & Culture, Youth and Positive Ageing. performance monitoring and management. Relationships sustained with our Sister Cities Nagaizumi and Toowoomba There is an identified economic, Develop neighbourhood-based are also supported through this group’s budget. social, educational and digital community hubs through divide. collaborative partnerships that The work of the group involves building community resilience through deliver integrated services directly stronger partnerships with tangata whenua, community, central to the community; benchmarking government and national agencies, all of which are underpinned by joint against international best practice outcome targets. models. There is an urgent need for Council Enhance the Whanganui The Community activity is intrinsically linked with Whanganui’s cultural to collate and provide access to all community profiling portal; infrastructure; creating a seamless and powerful engine for future social of the community’s profiling data, develop an integrated services and cultural development. enabling Council and community database. to make informed decisions and to Why we do it apply for funding. The Whanganui community has the strength and capacity to positively transform its issues of affordability, safety and health through positive Community Outcomes leadership and inter-sectorial collaboration. The community has an expectation that local government has a larger role to play in leading and Community Outcomes How the activity contributes supporting change at a local level and will deliver on its policies. Community Iwi Liaison; leading council’s approach in working with the community.

Page 65 of 205 Whanganui District Council Long Term Plan 2018-2028 Community

Community Outcomes How the activity contributes Goal and principal objectives Goal Developing collaborative To support delivery of the Council’s vision through implementing Council frameworks to implement key strategies; and leading, building and supporting community partnerships, strategies (Positive Ageing collaborative networks and frameworks for action. Strategy; Youth Strategy; Safer Whanganui). Principal objectives Connectivity Developing and sustaining national and international partnerships.  To develop and sustain mechanisms to support community capacity building, including funding strategies, jointly Seeking and achieving appropriate implemented with central government and through Community global benchmarking frameworks. Contracts. Creativity Developing and implementing the  To develop and support stronger relationships with tangata Arts & Culture Policy and whenua. associated strategies and plans.  To develop, review and successfully implement the Whanganui Arts Policy and the Whanganui Public Arts Strategy Supporting a programme of iconic  To create a Safer Whanganui through maintaining Pan Pacific Safe arts and cultural events. Community accreditation and its associated collaborations, regular forums with reference groups, key agencies and supporting Ensuring all strategies we lead and initiatives such as Crime Prevention through Environmental implement have a powerful digital Design, Community Patrols, Maori Wardens, CCTV development. . component.  To support a strong voice for youth in civic affairs, through Youth Economy Leading Safer Whanganui Safe Committee initiatives, projects and youth forums. Community Accreditation.  To engage, inform and take action with our district’s older person sector through the Positive Ageing Forum Delivering the For Our Kids programme. Potential significant negative effects There are no significant negative effects from this activity.

Page 66 of 205 Whanganui District Council Long Term Plan 2018-2028 Community Assumptions  Skilled Community activity staff will be available to maximise community partnership opportunities and foster independent, sustainable community growth – e.g. Youth Services Coordinator; Arts Facilitator; Safer Whanganui Project Leader; For Our Kids Coordinator  The group will continue to adapt and look for opportunities for improvement using a co-design methodology.  Close supportive links to the Policy team are maintained.  Key strategies receive appropriate funding for implementation.  The group will continue to work across traditional Council activity boundaries with external stakeholders, and across Council.  Community Contract funding is inflation adjusted annually.  Line item funding is available for key costs such as non-government organisation agency development in the community.

Funding the annual net cost –who pays? Please see the Funding Impact Statement in Volume 1 of the LTP 2018-2018 2018-2028.

Page 67 of 205 Whanganui District Council Long Term Plan 2018-2028 Community

Service levels, performance measures and targets The Council will continue to monitor and report its actual performance against the following measures:

Community Customer Levels of Customer Value Customer Service Performance Measures Performance Initiatives to Outcomes Service Level improve Procedure levels of Performance Measure Baseline22 Year 1 Year 2 Year 3 Years 4-10 service Target Target Target Target (2018- (2019- (2020- (20121- 2019) 2020) 2021) 2028) Community, Effective Support The percentage of resource New 100% 100% 100% 100% Council Continuing to Connectivity relationships are consent applications received records work developed in a by Council are provided to collaborativel mutually mana whenua within seven y with our Iwi appropriate way to workings days. partners; support Maori continue to participation in the provide mana decision making whenua process. opportunities to engage on council strategies/pol icies.

22 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’. Page 68 of 205 Whanganui District Council Long Term Plan 2018-2028 Community

Community Customer Levels of Customer Value Customer Service Performance Measures Performance Initiatives to Outcomes Service Level improve Procedure levels of Performance Measure Baseline22 Year 1 Year 2 Year 3 Years 4-10 service Target Target Target Target (2018- (2019- (2020- (20121- 2019) 2020) 2021) 2028) Creativity, Whanganui is a fun, Quality The percentage of residents’ 62% 60% 65% 70% 70% Independent Implementati Economy creative and vibrant that are satisfied with Public Community on of place to be Art in Whanganui Views survey Whanganui Arts Strategy; engage and include local artists; makes Whanganui a creative arts hub; work with arts learning centres. Accessibility/ The percentage of residents New 70% 75% 85% 85% Independent As above; Quantity participating23 in creative National delivering activities Perceptions targeted Survey promotional campaigns; facilitates the participation of toi Maroi

23 This includes participating as a performer or artist in any arts events or activities, as well as more passive involvement as an audience member or visitor to cultural institutions or performances. Page 69 of 205 Whanganui District Council Long Term Plan 2018-2028 Libraries Why we do it What we do The Council provides library services because it recognises the importance Our libraries foster literacy, preserve memory and connect people to to the community of lifelong literacy fostered and enhanced by free access strengthen the public benefit by to knowledge, ideas and works of the imagination in printed or digital form.  Offering printed and digital materials that satisfy the demands of By providing access to all, our libraries strengthen the public benefit by the community, encourage reading and facilitate exploration, and fostering literacy, preserving memory and connecting people. They are provide connections to knowledge, ideas and works of the trusted as public spaces and an essential component of our social and imagination – enabling individuals to turn knowledge into value, economic infrastructure, enabling individuals to better themselves and participate as citizens and strengthen their communities. participate as citizens.  Collecting, storing, recording and preserving the memories, written and visual material that tell the story of Whanganui and its Libraries are a core service of Council as defined in the Local Government people. Act 2002.  Providing a community space where people can connect with knowledge, information, literature and with one another, both in Key issues person and online. Key issues Strategies to address key They are trusted public spaces and an essential part of our social and issues economic infrastructure, improving the quality of individual lives and Replacement of Mobile Library Replacement of single large enabling participation as citizens. vehicle with two library vans,

better able to service schools and The Library service includes: additional rural and urban locations, including library hubs.  Davis Central City Library Down time through maintenance  Alexander Library will be reduced, reliability will be  Mobile Library improved and operating costs  Gonville Café Library reduced.  Library Home Service Planning for future suburban Rather than establishing suburban  Library website library hubs branch libraries, whose operating  Aotearoa People’s Network Kaharoa costs would be at least $200,000

 Literacy and digital education programmes per annum, we aim to establish up to four smaller self-service hubs in

Page 70 of 205 Whanganui District Council Long Term Plan 2018-2028 Libraries

Key issues Strategies to address key Community Outcomes How the activity contributes issues and emotional health and to achieve partnership with existing venues a balanced lifestyle. over a four year period. Connectivity By partnering with local, regional, Ensuring collections are matched Our library management system is national and international agencies to customer demand scheduled for upgrade every five and organisations to deliver growth, years. We will use data analysis innovation and cost efficiency, e.g. more effectively to ensure we are Whanganui Health Network; meeting customer wants and Tamaupoko Link; Sisters of needs; that we identify and Compassion; MSD; National Library respond to trends in activity; and of New Zealand; Whanganui Society match our allocation of resources of Genealogists; Department of to what customers demonstrate Corrections; Intel Computer they want. Clubhouse Network. Impact of the Sarjeant Gallery Traffic management plan to Creativity The Libraries are committed to Redevelopment’s construction minimise disruption to access; addressing literacy issues phase on Queens Park libraries suburban library hubs; and community-wide in recognition of improved mobile library service. their pervasive impact on quality of Managing demand for both Retaining the collections budget at life, social wellbeing, crime and physical and digital collections. the current level. health. They contribute to our economic base through the building Stewardship of heritage collections Improving documentation of and sustenance of opportunities for collection and establishing a personal growth, knowledge programme of online publication. acquisition and life-long learning.

Community Outcomes Supporting creativity through access to creative content and providing Community Outcomes How the activity contributes the physical wherewithal for content creation. Community The Libraries are a resource to Supporting capacity building in the enable people to make informed cultural sector from access to choices about their mental, physical

Page 71 of 205 Whanganui District Council Long Term Plan 2018-2028 Libraries with a store of associated knowledge, information and reference materials Community Outcomes How the activity contributes compiled over the years. funding sources through to specialist collections supporting the arts. Connected communities are more cohesive, stable and high-functioning, Environment The libraries provide access to our more resilient, and better able to develop and participate in enterprise and district’s rich and diverse cultural growth opportunities. No other group, location or service in Whanganui is heritage through its specialist better placed to deliver this role for the community than the Library. collections, services and staff [Whanganui District Library Strategic Plan 2018 – 2023] resources. Potential significant negative effects Goals and principal objectives There are no significant negative effects from this activity.

Goal Assumptions The long term goal of the District Libraries is more readers, reading more.  The provision of libraries will continue to be seen by Government as core business for local government. Principal objectives  Our community will continue to require a library service.  Fostering literacy – the key skill enabling full participation as a  That the creation of, and provision of access to, digital resources citizen. will gain increasing priority within the Library’s collections.  Preserving memory – enabling people to discover their own, their  That books will remain central to the community’s expectations of families’ and our community’s stories. a public library.  Connecting people – to literature and knowledge through our collections, and to one another through our safe, inclusive spaces Asset management and activities. For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management The most important goal for public libraries is to cultivate a love of reading. Plans. These are available on our website (www.whanganui.govt.nz) or by Literacy empowers people, enables them to participate fully as global contacting Council on 349 0001. citizens and builds more capable and productive communities. Funding the annual net cost – who pays? The heritage collections cared for by Whanganui District Library constitute Please see the Funding Impact Statement in Volume 1 of the Long Term a part of our community’s collective memory bank. They comprise a Plan 2018-2028. quantity of unique, irreplaceable documents and photographs, together

Page 72 of 205 Whanganui District Council Long Term Plan 2018-2028 Libraries Opening hours Davis Central City Library  Monday: 9.30am to 6.00pm  Tuesday: 9.30am to 6.00pm  Wednesday: 9.30am to 6.00pm  Thursday: 9.30am to 6.00pm  Friday: 9.30am to 6.00pm  Saturday: 10.00am to 5.00pm  Sunday: 10.00am to 3.00pm

Alexander Heritage & Research Library  Weekdays: 9.30am to 5.00pm  Weekends: Closed

Gonville Café Library  Monday – Friday: 9.00am to 5.00pm.  Saturday: 10.00am to 2.00pm

Suzanne Aubert Library at Hiruharama/Jerusalem  Open by request at the convent

Mobile Library This is a two week timetable and can be found on the Library’s website: www.whanganuilibrary.com/site/

Library website  24 hours a day, seven days a week, 365 days a year

Page 73 of 205 Whanganui District Council Long Term Plan 2018-2028 Libraries

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer Levels of Customer Value Customer Service Performance Measures Performance Initiatives to Outcomes Service Level improve Procedure levels of Performance Measure Baseline Year 1 Year 2 Year 3 Years 4-10 service 24 Target Target Target Target (2018- (2019- (2020- (2021- 2019) 2020) 2021) 2028) Economy, Our libraries are Quality The number of items issued 530,106 540,000 558,000 585,000 630,000 Library Analysis of Community, inclusive places and per annum management users’ Environment the library’s services system revealed are well used by the database preferences people of to improve Whanganui. targeting of collection procurement.

Quality The rate of collection ‘turn 6.0 5 5.5 6 6 Library Continued over’ each year25 management refreshment system of the library’s

database spaces; development of additional community hubs Accessibility The number of people Physical Physical Physical Physical Physical Door counter Continuing to visiting our libraries, visits: visits: visits: visits: visits: offer a diverse measured by physical visits. 368,053 379,000 390,000 402,000 414,000+ programme of services with

broad appeal

providing

24 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’. 25 The ‘turn over’ rate shows the demand placed on stock and the durability of resources. The higher the rate, the higher the demand that is placed on that resource.

Page 74 of 205 Whanganui District Council Long Term Plan 2018-2028 Libraries community library hubs Quality The percentage of library 86% 90% 90% 90% 90% Independent Continually users satisfied with the Community engaging our service provided Views Survey community, offering diverse programmes of services, providing community library hubs Accessibility The percentage of the 57% 65% 70% 70% 70% Independent Continually Whanganui population that Community engaging our uses the library Views Survey community, offering diverse programmes of services, providing community library hubs Creativity The community’s Accessibility The number of public 92,075 100,000 103,000 106,000 110,000 Library Improves to digital capability internet sessions. management connectivity

and access is system and

supported and equipment to improved match changing user expectations.

Page 75 of 205 Whanganui District Council Long Term Plan 2018-2028 Sarjeant Gallery Te Whare o Rehua Whanganui maintain a Public Fine Arts Gallery for the reception, purchase and What we do acquisition of pictures and sculptures and other works of high art in all its The Gallery is an iconic Whanganui cultural institution. A redevelopment branches for the public benefit and for the use of the public: “for the programme is underway for its landmark building with Category I heritage inspiration of ourselves and those who come after us”. status in Pukenamu Queen’s Park. The Gallery provides access to a locally, The strengthening of the relationship between the Gallery and Whanganui nationally and internationally renowned collection and exhibition Iwi demonstrates the commitment of Council to strategic partnerships that programme. All services are currently delivered from an interim location at benefit the whole of our district. 38 Taupō Quay, Whanganui. The Sarjeant’s services include: Key issues  Collection development and stewardship Key issues Strategies to address key  Exhibitions issues  Forums and public events Redevelopment of the Sarjeant The redevelopment project  Education programmes (in partnership with Ministry of Education) Gallery. includes earthquake strengthening  Gift shop the existing 98-year-old building  Venue hire and constructing an extension to  Tylee Cottage Artist in Residence programme the south. We have a likely opening date in late 2020 or the Why we do it beginning of 2021 We undertake this activity because we recognise the significance of the Sarjeant Gallery as a catalyst for the growth of creative arts and economic The challenge for our fundraising development within our community and its importance as a core element team is to achieve the $35 million of our cultural infrastructure. Social, cultural and economic wellbeing is funding target by 20th December benefited by the hosting of exhibitions, forums, education programmes 2017, per central government’s and related community events which highlight the gallery as a social focal conditions. point. The gallery fosters and encourages our dynamic local art scene and The Sarjeant Gallery collection is Environmental control gives people access to national and international works which would not deteriorating due to sub-optimal (temperature and humidity) and fit otherwise be provided. The gallery also exists as a key tourist destination storage. out for a storage facility is included with its exhibition programme concentrated on meeting the professional in the development plan for the quality and creative standards necessary to retain its standing as an art Sarjeant Gallery. institution of national significance. Risk to life, property and the The Sarjeant Gallery is severely Historically the Council accepted, and proceeded to meet, the expressed collection in a major earthquake. earthquake-prone, rated at 5% of terms of the 1912 Sarjeant Bequest. These terms were - to establish and the New Building Standard (NBS).

Page 76 of 205 Whanganui District Council Long Term Plan 2018-2028 Sarjeant Gallery Te Whare o Rehua Whanganui Key issues Strategies to address key Community Outcomes How the activity contributes issues vision and legacy of Sir Archie The level of risk to staff and Taiaroa and Henry Sarjeant. visitors, and to the nationally- Connectivity Working closely with central significant art collection, left us government, including Ministry for with no option but to close the Culture and Heritage; and also the gallery and relocate the operation Ministry of Education (Learning until the fundraising is completed Experiences Outside the Classroom). and construction starts. Project-based partnerships with Council’s prioritising of our other galleries regionally and earthquake strengthening work nationally. placed the Sarjeant first. We will Creativity Friends of the Sarjeant Gallery Inc. use $4M of debt to fund our play a key role in the ongoing contribution to the overall $16M operation of the Gallery and in of earthquake strengthening supporting development. required. The debt would be repaid from the earthquake A strong relationship established strengthening rate. The remaining with Whanganui UCOL has assisted funding will come from other the gallery in securing and sustaining sources. art and design course certification through the provision of assisted Community Outcomes access to exhibitions, collections, Community Outcomes How the activity contributes reference and research material. Environment Interim relocation to Taupō Quay Community Partnership with Whanganui Iwi contributes to the regeneration of through the Sarjeant Gallery Trust the riverfront precinct. and the redevelopment project. The partnership with Whanganui Iwi We have moved the Gallery bolsters, broadens and deepens this operation out of the earthquake- cultural impact and will build on the prone Sarjeant building to a strengthened interim location at 38

Page 77 of 205 Whanganui District Council Long Term Plan 2018-2028 Sarjeant Gallery Te Whare o Rehua Whanganui Community Outcomes How the activity contributes Community Outcomes How the activity contributes Taupō Quay – safeguarding staff, planning of new exhibits and public and collections. acquisitions.

The gallery’s distinctive and iconic Our cultural landscape is enriched by status contributes strongly to our the gallery’s showcasing of our reputation as a visitor destination unique identity and image. This is through its nationally-significant demonstrated by the gallery’s collections, arts, culture and interest in growing, enhancing, historical programme. Sustaining a nurturing and, as appropriate, locally, nationally and internationally exhibiting a collection of art works relevant art facility enables our that reflect creative responses to the district to project itself as a key culturally diverse make up of the cultural tourism destination with Whanganui River, its wider environs appeal to both visitors and potential and people. residents. Goals and principal objectives Whanganui’s reputation as a culturally-rich district derives in large Goal part from the ongoing impact of the The Sarjeant Gallery Te Whare O Rehua Whanganui is a source of Sarjeant legacy in providing “a inspiration that delights, surprises, entertains and informs; a wise steward means of inspiration for ourselves of its collections; and generous in giving access to its art works and sharing and those who come after us”. its scholarly knowledge.

The gallery is an iconic district [Sarjeant Gallery Te Whare o Rehua Whanganui, Collections Policy 2012 – landmark with Category I heritage 2017] status and it provides access to a locally, nationally and internationally renowned collection and exhibition programme. The Sarjeant’s reputation is maintained by ensuring selective standards are upheld in the

Page 78 of 205 Whanganui District Council Long Term Plan 2018-2028 Sarjeant Gallery Te Whare o Rehua Whanganui Significant negative effect Mitigation of negative effects Principal objectives Lack of maintenance resulting in Asset management plan in place,  To be a leading regional cultural institution that contributes derelict buildings, creating a poor full facility maintenance contract significantly to Whanganui’s economic, social and cultural visual image and potentially requiring a proactive approach to wellbeing. unsafe properties property maintenance.  To collect, preserve, document, research, display and otherwise make its collection available as a cultural resource for the present Assumptions and the future.  Council will remain committed to funding the same base level of  To ensure the highest standards of stewardship of the collection. service at the Sarjeant on the Quay (at both locations – 38 Taupō  To provide the community with channels and events that allows Quay and 31 Taupō Quay). them to participate in and feel ownership of the Gallery and its  Skilled professional staff will be available to care for the collection collection. and enable access through exhibitions, events and publications.  To expand, enhance, care for, and enable access to the Sarjeant  Long-term earthquake vulnerability, environment and storage collection, as well as art generally, through an innovative issues will be solved by the Gallery Redevelopment Project. exhibition programme with relevance to the local, national and,  Remedial conservation of collection works will be undertaken where appropriate, international scene. following the move of the collection to the interim location at 38  To meet all appropriate national museum and gallery standards. Taupō Quay, supported by external funding.

Potential significant negative effects Asset management Significant negative effect Mitigation of negative For detailed asset management information including risks, maintenance, effects operating issues and future demand please see our Asset Management Damage to buildings or Council policy on strengthening Plans. These are available on our website (www.whanganui.govt.nz) or by compromise to public safety earthquake prone buildings. contacting Council on 349 0001. resulting from major earthquake Relocation of Gallery to Taupō Funding the annual net cost – who pays? Quay. Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028. Emergency evacuation procedures. Comply with District Plan rules, building codes and RMA where appropriate.

Page 79 of 205 Whanganui District Council Long Term Plan 2018-2028 Sarjeant Gallery Te Whare o Rehua Whanganui Opening hours Sarjeant Gallery on the Quay (i-Site) – 31 Taupō Quay Sarjeant Gallery on the Quay – 38 Taupō Quay  Monday-Friday: 8.30am to 5.00pm  Daily: 10.30am to 4.30pm  Saturday and Sunday: 9.00am to 4.00pm  Public holidays: 10.30am to 4.30pm  Closed Christmas Day  Anzac Day: 1.00pm to 4.30pm  Closed Christmas Day and Good Friday

Page 80 of 205 Whanganui District Council Long Term Plan 2018-2028 Sarjeant Gallery Te Whare o Rehua Whanganui

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer Levels of Customer Value Customer Service Performance Measures Performanc Initiatives to Outcomes Service e Level improve Procedure levels of Performance Measure Baseline26 Year 1 Year 2 Year 3 Years 4-30 service target target target target 2021- 2018/19 2019/20 2020/21 28

Creativity, The Gallery is used, Accessibility The Number of users of the 56,869 58,000 59,000 60,000 60,000+ Data Active Economy, supported and Gallery27 collected promotion of Community, valued by diverse and the exhibition Connectivity, communities. recorded programmes; Environment daily via responsivenes door s to customer counting feedback devices

Accessibility The percentage of the 34% 36% 38% 40% 40-50% Independen As above Whanganui population that uses t the Gallery Community Views Survey

Quality % of visitors satisfied with the New 90% 90% 90% 90% Regular Regular Gallery's exhibitions visitor reviews of surveys visitor feedback

Quality % of visitors satisfied with their New 90% 90% 90% 90% Regular Regular Gallery experience visitor reviews of surveys visitor feedback

26 Number of users of Gallery 2015/2016 (users are inclusive of visitors to the website). 27 Number of users of Sarjeant Gallery, inclusive of visitors to the Gallery’s website and events,

Page 81 of 205 Whanganui District Council Long Term Plan 2018-2028 Sarjeant Gallery Te Whare o Rehua Whanganui

The Gallery Quality The total number of items in the 2,190 2,500 3,000 3,500 4,000 Recorded on The Gallery: preserves its collection catalogued to best the Vernon makes

significant practice international standards2 database decisions on collections for preventive

future generations conservation

based on

current

conservation

advice and

practices;

actively strives

to create and

maintain an

appropriate

and stable

environment

for its

collection;

minimises

risks to the

collection through its display, storage and handling methods: makes decisions about conservation treatments based on

Page 82 of 205 Whanganui District Council Long Term Plan 2018-2028 Sarjeant Gallery Te Whare o Rehua Whanganui

current conservation advice and practices; has identified, and is able to respond to, all potential threats to its collection; and has an effective system to record and retrieve information about its collection.

Page 83 of 205 Whanganui District Council Long Term Plan 2018-2028 Royal Wanganui Opera House

What we do Key issues Strategies to address key issues The Royal Wanganui Opera House is a landmark cultural icon and the last remaining working Victorian theatre in the southern hemisphere. place and delivers affordability and accessibility. The Category 1 heritage status building provides the community with an opulent venue for a range of social, cultural, recreational and educational Implementation of a cohesive uses. marketing and communication strategy. Why we do it The Royal Wanganui Opera House forms, with the Gallery, Library, War Development of added value Memorial Centre and Regional Museum, a cultural precinct unparalleled in services to generate additional regional New Zealand. It gained its Royal Title from the Queen as part of income. the centennial celebrations in 1999 . Increasing costs associated with Development and regular review The Theatre provides a focus point for theatrical production and benefits maintaining a historic building of Asset Management Plan the whole community by being available for use and allowing a diverse Achieving a successful balance Collaborative communication programme of events to be held throughout the year that contribute to between maintaining the integrity network to ensure issues are the social and economic wellbeing of the community. and quality of this historic resolved before work is The Royal Opera House contributes to our reputation as a key cultural performance venue and meeting commissioned. tourism destination, providing benefits to the tourism sector. It also forms the regulatory compliance part of the portfolio of Whanganui Venues & Events, whose mission is to requirements of current building be the leading destination for events in the lower north island. legislation. The ability to attract a consistent Implementation of a cohesive quality and variety of programme marketing and communication Key issues in the face of advancing strategy. technology which may supersede Key issues Strategies to address key the venue’s ability. Development and regular review issues of Asset Management Plan Ensuring economic benefit to the Annual review of pricing structure community and minimising the to ensure pricing remains impact on ratepayers, competitive within the market

Page 84 of 205 Whanganui District Council Long Term Plan 2018-2028 Royal Wanganui Opera House Community Outcomes Community Outcomes How the activity Community Outcomes How the activity contributes contributes and workshops in event technology. By collaborating with Community The Royal Wanganui Opera House the Friends of the Opera House celebrates cultural and social and key partners to ensure the diversity through a wide ranging sustainability of a working theatre programme of community and venue. professional performances. Environment By providing a distinctive, iconic Theatre helps to understand facility that contributes people from cultures other than significantly to our reputation as a our own. We can learn a lot about visitor destination. people from cultures all around the world by studying their By providing a Category I building performance traditions. In doing that contributes strongly to our so, we can learn to be less district’s heritage townscape ethnocentric, and more accepting of others. By working with our event Connectivity By providing ticketing services to partners and contractors towards local, regional and national zero waste events in our facility. organisations for events. Economy By providing a pricing structure By collaborating with regional, that delivers affordability and theatres and venues to deliver accessibility. growth and innovation e.g. TSB By developing innovative revenue Showplace, New Plymouth. streams and increasing efficiency By supporting the continued to reduce reliance on the rate success of the New Zealand Opera payer School’s Whanganui Opera Week. Creativity By partnering with recognised providers to develop skills, and deliver accredited programmes

Page 85 of 205 Whanganui District Council Long Term Plan 2018-2028 Royal Wanganui Opera House Goals and principal objectives  The Friends of the Opera House continue to collaborate with Council according to the scope of the Memorandum of Goal Understanding To be the leading destination for events in the Lower North Island  Venue utilisation will increase, as will associated revenue generated from this activity. Principal objectives  TO ATTRACT, DEVELOP, AND SUPPORT, NEW AND EXISTING Asset management SUSTAINABLE EVENTS For detailed asset management information including risks, maintenance,  TO NURTURE AND DEVELOP EVENT CAPABILITY operating issues and future demand please see our Asset Management  TO MAXIMISE VENUE UTILISATION Plans. These are available on our website (www.whanganui.govt.nz) or by  TO IMPROVE FINANCIAL PERFORMANCE contacting Council on 349 0001.

Potential significant negative effects Funding the annual net cost – who pays? Mitigation of Negative Please see the Funding Impact Statement in Volume 1 of the Long Term Significant Negative Effect Plan 2018-2028. Effects

Damage to buildings or Council policy on strengthening compromise to public safety earthquake prone buildings. resulting from major earthquake.

Emergency evacuation

procedures. Comply with District

Plan rules, building codes and Resource Management Act where appropriate. Lack of maintenance resulting in Asset management plans, full derelict buildings, creating a poor facility maintenance contract visual image and potentially requiring a proactive approach to unsafe properties property maintenance.

Assumptions  Council continues to provide the current level of service.  Only essential asset maintenance will be undertaken.

Page 86 of 205 Whanganui District Council Long Term Plan 2018-2028 Royal Wanganui Opera House

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer Customer Customer Service Performance Measures Performance Initiatives to Outcomes Levels of Value Level improve levels of Service Procedure service Performance Baseline28 Year 1 Year 2 Year 3 Years 4- Measure Target Target Target 10 Target

(2018/19) (2019/20) (2020/21) (2021/28)

Creativity, The Royal Accessibility The number of 52 67 75 83 91 Internal  Improvements to Connectivity, Wanganui days each year Monthly pricing structures, Environment, Opera House is that the Royal Records contracts and Economy recognised as a Wanganui Opera terms and Works for special and House hosts conditions of hire everyone unique cultural events  Marketing and facility, available communications for community strategy to and professional promote the Royal hire. Wanganui Opera Accessibility The number of 18 22 22 25 27 Internal House as a venue locally produced, Monthly community Records  Collaborating with events at the regional theatres to Royal Wanganui support marketing Opera House. of events to the community

 Improvements to Accessibility The percentage of 28% 30% 33% 35% 40% Annual seating, especially the Whanganui Community for those with population that Views Survey restricted access attends one or more events at

28 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’.

Page 87 of 205 Whanganui District Council Long Term Plan 2018-2028 Royal Wanganui Opera House the Royal  Investment into Wanganui Opera ticketing and House improvements to Quality added value services offered The percentage 6529% 65% 68% 70% 70% Annual of the Community  Investment and improvement of community Views Survey technical satisfied or very equipment satisfied with

the Royal Wanganui Client feedback to Opera House. identify areas of focus to improve service delivery. Development of added value services to generate additional income.

29 This is a new measure for the LTP. Baseline data is from performance in 2016/17

Page 88 of 205 Whanganui District Council Long Term Plan 2018-2028 War Memorial Centre Key issues What we do An architectural award winning building, the War Memorial Centre was Key issues Strategies to address key constructed during 1959 and 1960 as a stunning living memorial to the 375 issues Scottish pioneers and locals who lost their lives during World War II. It has Ensuring economic benefit to the Annual review of pricing structure to been used as a public hall, concert chamber and conference facility since community and minimising the ensure pricing remains competitive its opening on ANZAC day 1960. impact on ratepayers, without within the market place and delivers compromising the heritage value affordability and accessibility. The Centre sits at the base of Pukenamu Queen’s Park, an area of of the Centre. significant military history in our district, amongst the Cenotaph, Alexander Implementation of a cohesive Library, Whanganui Regional Museum, Sarjeant Art Gallery and Veterans marketing and communication Steps. The War Memorial Centre serves as the focal point of the dawn strategy. ANZAC Day commemorations. Development of added value Available for public hire, this premium venue boasts three flexible spaces, services to generate additional a large modern kitchen, and expansive forecourt, making it suitable for income. hosting a range of events in style.

Increasing costs associated with Development and regular review of Why we do it maintaining a historic building Asset Management Plan The War Memorial Centre is considered to be the community's Civic Centre and is a major iconic landmark building in Whanganui. In addition to preserving the building’s historic heritage and living memorial status, the Community Outcomes centre forms part of the portfolio of Whanganui Venues & Events, whose mission is to be the leading destination for events in the lower north island. Community Outcomes How the activity The Centre benefits the entire community by being available for use, and contributes allowing a diverse programme of events to be held throughout the year that contribute to the social and economic wellbeing of the community. Community The Centre is a versatile community and commercial facility that enables the community to enjoy a range of

Page 89 of 205 Whanganui District Council Long Term Plan 2018-2028 War Memorial Centre

Community Outcomes How the activity Community Outcomes How the activity contributes contributes social, cultural, recreational and centre’s symbolic significance and educational events. preserves the historic heritage value. The centre has cultural and By working with our event symbolic significance as the city’s partners and contractors towards memorial to those who fell in zero waste events in our facility. World War II, and is a focal point Economy By providing a pricing structure for the annual dawn ANZAC Day that delivers affordability and commemorations. accessibility. Connectivity By working closely with the By developing innovative revenue Regional Museum and RSA to streams and increasing efficiency preserve the symbolic significance to reduce reliance on the rate of the centre. payer. Creativity By partnering with recognised providers to develop skills, and Goals and principal objectives deliver training programmes and workshops in event management. Goal Environment The Centre is a distinctive, iconic To be the leading destination for events in the Lower North Island. venue that contributes significantly to our reputation as a Objectives visitor destination.  To attract, develop, and support, new and existing sustainable events The Category I building contributes  strongly to our heritage To nurture and develop event capability townscape.  To maximise Venue utilisation  To improve financial performance The Centre is managed in a way that ensures the event programming pays respect to the

Page 90 of 205 Whanganui District Council Long Term Plan 2018-2028 War Memorial Centre Potential significant negative effects Significant Negative Effect Mitigation of Negative Significant Negative Effect Mitigation of Negative Effects Effects Damage to buildings or Council policy on strengthening Insurance compromise to public safety earthquake prone buildings. Lack of maintenance resulting in Asset management plans, full resulting from major earthquake. derelict buildings, creating a poor facility maintenance contract Scheduled remedial work on the visual image and potentially requiring a proactive approach to War Memorial Centre planned for unsafe properties property maintenance. 2018. Assumptions Emergency evacuation  The War Memorial Centre is strengthened in 2018 in accordance procedures. Comply with District with the Council’s Earthquake Prone Buildings Policy Plan rules, building codes and  The War Memorial Centre continues to be promoted as our Resource Management Act where largest conference and convention centre. appropriate. Noise and disorderly behaviour Terms & Conditions of hire.  Venue utilisation will increase, as will associated revenue arising from events at cultural generated from this activity. facilities. Liquor licence is responsibility of hirer. Asset management For detailed asset management information including risks, maintenance, Council and security staff present operating issues and future demand please see our Asset Management at events. Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001. Queens Park is separated from residential areas. Funding the annual net cost – who pays? Loss or theft of valuable heritage Security measures in place. Please see the Funding Impact Statement in Volume 1 of the Long Term items. Plan 2018-2028. Fire suppression facilities in place.

Alcohol ban in public places, additional security and operational staff over the summer season.

Page 91 of 205 Whanganui District Council Long Term Plan 2018-2028 War Memorial Centre Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels Customer Customer service performance measures Performance level Initiatives to improve Outcomes of service value procedure levels of service

Performance Baseline Year 1 Year 2 Year 3 Years 4- measure 30 Target Target Target 10 Target (2018/19) (2019/20) (2020/21) (2021/28) Environment, Community

32 Economy The Whanganui Accessibility The number of 96 55 118 150 169 Internal Monthly Improvements to War Memorial days each year Records pricing structures, Centre is that the contracts and terms recognised as a Whanganui and conditions of hire special and War Memorial  Marketing and unique Centre hosts communications conference and events31. strategy to promote convention the Whanganui War facility, available Accessibility 6533 11 53 75 85 Internal Monthly Memorial Centre as a for community The number of Records venue and professional locally produced,  Investment into hire. ticketing and community events at the improvements to Whanganui added value services War Memorial offered Centre.  Improvements in customer service

30 The ‘baseline’ reflects actual achievement from the 2016/17. 31 The wording of this measure has been modified to better reflect the way that the War Memorial Centre is utilised. 32 Baseline used is actual performance from 2016/17 33 Baseline used is actual performance from 2016/17

Page 92 of 205 Whanganui District Council Long Term Plan 2018-2028 War Memorial Centre

through internal processes, guest feedback, and staff training Undertaking earthquake strengthening work Quality The percentage 66%34 50% 66% 68% 70% Annual Community Client feedback to of the Views Survey identify areas of focus community to improve service satisfied with delivery. the Whanganui Development of added War Memorial value services to Centre. generate additional income.

34 Baseline used is actual performance from 2016/17

Page 93 of 205 Whanganui District Council Long Term Plan 2018-2028 Whanganui Regional Museum

imposes a special set of obligations. Whanganui District Council What we do acknowledges the Museum’s commitment to these obligations.

The Whanganui Regional Museum has provided the city with an Key issues internationally recognised museum since 1895. It has assembled a collection of over 300,000 objects and artefacts which tell the story of the Key issues Strategies to address key issues Whanganui region; its landforms, its flora and fauna and its peoples as Refurbish and strengthen Complete the Seismic well as reflecting its place in the wider world. Strengthening Project in In the year prior to its closure for major rebuilding it was used by over partnership with the WDC. 63,000 people from the community and beyond. It is owned and operated by an independent charitable trust which works closely with the District Carry out the Whakahoutanga Council under the terms of an annually-reviewed Service Level refurbishment project with Agreement. funding from the Lottery Grants Board, the Ministry for Culture Why we do it and Heritage and Museum resources. The Whanganui Regional Museum plays an important role in our Reinstall and reopen Develop and deliver a full community and its collections represent a significant and irreplaceable programme of opening public inheritance. exhibitions. Sustain operations Offer a regularly changing The LGA 2002 Amendment Act 2010 included provision of Museums programme of exhibitions and amongst the defined core services provided by Local Authorities (s11A(e)). events.

Because a core function of any museum is to reflect and preserve its Increase communication and community’s heritage, it is natural to assume that the Whanganui Regional interaction with audiences and Museum in terms of physical structure, collection size and operational community groups. process will continue to grow. Expand the revenue base Develop programmes which attract support from funders and The Whanganui Regional Museum holds taonga of significant cultural, users. spiritual and historical value to tangata whenua, a responsibility which

Page 94 of 205 Whanganui District Council Long Term Plan 2018-2028 Whanganui Regional Museum

Community Outcomes Goal and principal objectives

Community Outcomes How the activity Goal contributes To tell Whanganui stories through living collections built on Community • A focus for community guardianship and tikanga A museum for Whanganui engagement and culture • A memory bank for Principal objectives Whanganui stories and experiences Mātauranga: Research-based programmes which reveal and • A storehouse of Whanganui enhance the collections. objects and natural history specimens for future Manaakitanga: Open networks and pathways to the Museum. generations Kaitiakitanga: Collections made safe and accessible for today and • A provider of life long learning opportunities the future. • A key contributor to inner Haumāuiui: Resources gathered and used wisely city vitality Creativity/Community • An appreciation of Potential significant negative effects A world-class museum for Whanganui as a centre of There are no significant negative effects from this activity. Whanganui heritage and culture • A vital attractor of visitors to Assumptions the city  The provision of museums will continue to be seen by Government as core business for local government.  Our community will continue to require a museum.  The Whanganui Regional Museum Trust will continue to care for and provide public access to its collections.

Page 95 of 205 Whanganui District Council Long Term Plan 2018-2028 Whanganui Regional Museum

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the deliverables set out in the Service Level Agreement.

The Whanganui Regional Museum plays an important role in our community and its collections represent a significant and irreplaceable public inheritance. We fund the Whanganui Regional Museum Trust to operate the Museum activity. The funding allocated for 2018/19 is $800,000.

We have a service level agreement with the Museum Trust. This sets out what will be purchased and provided by way of Museum services and establishes clear performance measures for monitoring service outcomes. The priority areas addressed in the service level agreement are stewardship, access and standards.

Page 96 of 205 Whanganui District Council Long Term Plan 2018-2028

Whanganui & Partners - Economic development relocation here. We also look to attract entrepreneurs to incubate What we do their enterprises and move here. The Economic development activity facilitates the growth and development of the district’s economy through supporting existing Tourism is an industry sector contributing to the economic development of businesses and creating an environment to attract new businesses, the district. investment and people. This enhances the community’s economic and social wellbeing. The aim is to achieve prosperity for the people of the The services provided include: district.  Tourism development initiatives - support for the tourism sector group within the district, Economic development functions are provided by the council-controlled  Tourism business development – promotion of the business organisation Whanganui & Partners, with support provided by the Council. services and partnerships provided through Council and Whanganui and Partners. The Economic development services provided by Whanganui & Partners  Marketing and promotion – marketing and promoting Whanganui include: nationally and internationally, to attract visitors.  Economic development initiatives – including support for industry  Events – liaising with event organisers and assisting with the cluster groups collaborative marketing of events, aimed at attracting visitors to  Business and sector development – promotion of the New the district. Zealand Trade and Enterprise Regional Partnership Network  Event funding – financial support for events, conferences and programme; facilitating business clusters; facilitating research into business initiatives that provide economic benefit to the business opportunities; facilitating access to markets, capital and community and / or significant positive national publicity to talent; assisting to remove constraints to growth; and general enhance the reputation of the district as a place that works for support for business. everyone.  Business and Investment Attraction – through an understanding  Conference bureau – promoting the district as a small to medium of the business environment we identify opportunities and conference destination. unrealised potential and promote these options to potential investors. This could include the development of a business case to encourage the opening of a new branch in our district or a

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Whanganui & Partners - Economic development In addition, councils in the Horizons region are collaborating to facilitate and growth. Without a sound economic base it is difficult to enhance the economic growth and prosperity for our communities. This collaboration other aspects of community wellbeing. In particular Economic has seen central Government invest in a Regional Growth Study for the development makes sure that our district is deeply united, powered by Horizons region which was completed in April 2015. This study identified creative smarts, is globally connected and works for everyone. key opportunities for growing our regional economy. Government has highlighted the importance of councils collaborating with each other, and One of our purposes under the Local Government Act is to meet the with industry and Iwi, to facilitate growth. current and future needs of our communities for good quality local infrastructure, local public services and performance of regulatory Councils in the region have also invested in the Central New Zealand functions in a way that is most cost-effective for households and Agribusiness Strategy. The strategy is an implementation plan that takes businesses. In terms of economic development this is achieved through: opportunities identified from the growth study and puts them into  facilitating business and employment growth; practice. The base strategy will be completed in June 2015.The strategy  supporting educational and training opportunities; builds on the strengths the region has in agribusiness from primary  marketing and promotion; and producers through to processors, research and development. Collectively  informing key infrastructural development. the councils in the Horizons Region see significant advantages in building on our agribusiness base and aim to double the region’s agribusiness We aim to promote the district as a tourism destination. The tourism sector exports by 2025. As the results of the growth study and agribusiness aims to be a significant contributor to economic development within the strategy are put in place, councils are likely to continue to invest in growing district. In turn, visitors are able to promote a positive visitor experience our prosperity. and environment encouraging new residents and businesses in order to grow our economy. Why we do it We aim to provide a business friendly environment in order to create the This relates to the overall challenges facing our broader economic right platform for business investment so that we can grow our economy. development goals. Delivery of this activity is directly related to the A major challenge for this community is to reverse our population decline achievement of our community’s interests and recognises the community’s and maintain productivity levels – creating and maintaining an consistent prioritising of prosperity and growth. Without a sound environment of prosperity that works for everyone. As a result, the delivery economic base it is difficult to enhance the other aspects of community of this activity is directly related to the achievement of our Leading Edge wellbeing. Strategy and asserts our community’s consistent prioritising of prosperity

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Whanganui & Partners - Economic development Our district is a unique tourism destination. Tourism and visitor services Key issues Strategies to address key contribute to the achievement of the Whanganui Leading Edge vision – in issues particular making sure that our district is deeply united, globally connected, powered by creative smarts and works for everyone. Our national image Marketing and promoting a positive image. Key issues Promoting our district as a destination. Key issues Strategies to address key issues Implementation of our reviewed Challenging economic Enabling existing businesses to Economic Development Strategy. environment make the most of market opportunities including Development of a Reputation implementing a reputation project Strategy. to create a positive profile for our district; leveraging networks to Development of an Electronic facilitate access to talent, markets Media Strategy. and capital; and communicating Regional economy – engagement Whanganui & Partners is further opportunities for investment and and growth progressing regional cooperation growth. by building relationships and identifying opportunities to co- Research to identify specific operate to deliver economic opportunities for tourism sector growth for our district. growth. Youth employment issues Continued support 100% SWEET – Implementation of the district’s in particular the work of WDETT in Destination Marketing Plan, Visitor connecting businesses with the Strategy and Economic taskforce. Development Strategy.

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Whanganui & Partners - Economic development

Key issues Strategies to address key Key issues Strategies to address key issues issues Attracting new businesses Promoting our district as an Achieving our digital potential Partnering with organisations to attractive place to do business and create the environment and live. opportunity for ICT companies to operate in our district. Profiling some of our internationally successful Supporting entrepreneurial businesses. activity in the ICT sector and supporting the uptake of Regional Partnership Network. technology by non-technology sectors to improve productivity. Promoting ourselves as a centre for innovative business. Community Outcomes

Supporting and assisting the Community Outcomes How the activity development of the Whanganui contributes Innovation Network, including the Community The Whanganui & Partners development of tools, monitoring structure will facilitate working and business cases. This will help to together in partnership to grow enhance business development, the district’s economic and social relocation, entrepreneurial activity wellbeing. and investment. It is important to gain a good understanding of the Working together with other business environment in order to organisations across the region to promote opportunities to potential promote economic growth. investors. Creativity

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Whanganui & Partners - Economic development Goals and principal objectives Community Outcomes How the activity contributes Goal Marketing and promoting positive To transform Whanganui into a vibrant and economically prosperous messages to create a great district: a place which works for everyone in their choice of place to live; to impression of our district. work or do business; and to visit. To increase visitor numbers and visitor spend to improve business success, Supporting industry clusters and employment opportunities and the wealth of the community. creative events. Economy Supporting initiatives around To increase positive awareness of our district as a visitor destination. youth training and employment. Providing a business friendly environment in order to create the Principal objectives right platform for business  We have infrastructure that supports and enables strong business investment so that we can grow and tourism sector growth. our economy.  We are known as an attractive place to live and do business – attracting new businesses, capital and talent. Providing information to new  We have an educational, vocational and professional skill-base settlers. that supports and enables strong business growth. Environment Supporting events and  We have effective partnerships with local Iwi. conferences to attract visitors and,  We have successful partnerships with local, regional and national in turn, creating a vibrant bodies. community for residents.  We are known as a desirable tourism destination nationally and internationally.  We are attractive to visitors for tourism, conferences and events.  We provide visitor access to quality, current and relevant visitor information services.

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Whanganui & Partners - Economic development Potential significant negative effects  The Event Funding model is reviewed for best practice, return on There are no potential significant negative effects. investment (ROI) and economic sustainability with annual reviews of funding allocations. Assumptions  Whanganui & Partners continues to deliver economic Funding the annual net cost – who pays? development services.  We continue to support economic development activity, including Please see the Funding Impact Statement in Volume 1 of the Long Term support for digital opportunities. Plan 2018-2028.  The regional Growth Study and reputation project identify actions for implementation and are supported with appropriate funding.  We continue and increase our involvement in tourism and visitor services as part of economic development.

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Whanganui & Partners - Economic development

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer Customer Customer Service Performance Measures Performance Initiatives to improve levels Outcomes Levels of Value Level Procedure of service Service Performance Baseline35 Year 1 Year 2 Year 3 Years 4-10 Measure Target Target Target Target (2018-2019) (2019-2020) (2020-2021) (2021-2025)

Community, Whanganui Effectivenes Increase in total New Increase on Increase on 1% increase Increase of 2% Infometrics Implementation of the Connectivity, is supported s number of jobs by: previous previous on previous from Year 1 Economic Development Creativity to grow and 2% year year year result Strategy prosper through Number of New Increase on Increase on 1% increase Increase of 2% Infometrics Implementation of the Whanganui businesses previous previous on previous from Year 1 Economic Development and established in year year year result Strategy Partners region increased by: 2%

35 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

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Whanganui & Partners - Economic development

Effectivenes Total spend in the $92.4 million Increase Increase Increase Increase from Infometrics Promote Whanganui as a s education sector from from from previous year study destination – previous previous previous boarders, tertiary and trade year year year and international students Facilitate collaborative activities to ensure the quality, relevance and diversity of our education options. Economy Availability / The number of Maintain or Maintain or Maintain or Maintain or Tertiary Education Facilitate collaborative students registered increase increase increase increase from Commission activities to ensure the Quality New for tertiary and from from from previous year quality, relevance and trades training in previous previous previous diversity of our education Whanganui. year year year options. (i.e. tertiary and trades training opportunities) Facilitate/support activities to assist Whanganui students into training and employment (i.e. 100% SWEET).

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Whanganui & Partners - Economic development

Community, Quality The number of New Increase Increase Increase Increase from Education New Partnerships opportunities Economy international from from from previous year Zealand and with UCOL. students studying in previous previous previous Ministry of Implementation of the Whanganui year year year Education Reputation Strategy. Implementation of Education Whanganui’s strategies

Quality The number of Increase Increase Increase Increase from Education New Promote Whanganui as a students36 from from from previous year Zealand and study destination – New choosing37 previous previous previous Ministry of boarders, tertiary and trade Whanganui as a year year year Education and international students study destination Facilitate collaborative activities to ensure the quality, relevance and diversity of our education options.

36 Boarders, tertiary and trades training, international students. 37 Defined as students that live outside Whanganui (domestic and international) that pick Whanganui as a study destination.

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Whanganui & Partners - Economic development

Community, Quality The majority of Na38 50% 60% 70% 80% Internally Implementation of the Economy, Business delivered survey Economic Development Connectivity Whanganui partners to all Business Strategy and Business are satisfied with Whanganui Friendly Policy; publication of their relationship partners newsletters and hosting of regular meetings; roll-out of with Whanganui an improved web presence; and Partners use of social media.

38 Survey was not undertaken for 2016/17 reporting period. 39 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

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Whanganui & Partners - Economic development

Customer Service Performance Measures Customer Community Customer Performance Initiatives to improve levels Levels of Year 2 Outcomes Value Year 1 Year 3 Years 4-10 Level Procedure of service Service Performance Target Baseline39 Target Target Target Measure (2019- (2018-2019) (2020-2021) (2021-2028) 20120) Connectivity Whanganui Effectivenes The number of 0.50% 0.53% 0.55% 0.58% 0.58% Commercial Increasing Whanganui’s is promoted s visitors to Accommodation national profile; delivering as a great Whanganui, will Monitor (national targeted promotional place to live track in line with survey conducted campaigns; hosting media and visit national trends (as by Statistics NZ) visits; implementation of the a share of national district’s Economic visitor figures) Development Strategy; Integration of social media

and digital strategies, development of event strategy and event support Effectivenes Whanganui will New In line with In line with In line with In line with NZ Regional Tourism Delivery of targeted 40 s have the same rate NZ average NZ average NZ average average Estimates marketing campaigns to of growth for selected market segments, tourism spend as consistent positioning and the NZ total branding of Whanganui as a average destination, leveraged event promotion

40 These figures are year-end in March

Page 107 of 205 Whanganui District Council Long Term Plan 2018-2028 i-SITE Visitor Information Centre Key issues What we do Tourism is an industry sector contributing to the economic development of Key issues Strategies to address key the district. Our visitor information service function is part of the portfolio issues of Whanganui Venues & Events who work in collaboration with Whanganui Challenging global economic Enabling existing businesses to & Partners. environment reducing visitation make the most of market volume and spend opportunities. The i-SITE Visitor Information Centre services include: Climate change impacts on Business continuity plan to  Providing district-wide visitor information tourism activities and possible relocate visitors in the event of a  Offering a range of accommodation, tourism activity, local and natural disasters affecting trade natural disaster (e.g. flooding) national transport, and event booking services to locals and visitors Fluctuation in visitor numbers Development of added value to the region. resulting in over or under services to generate additional  Offering additional services to benefit the community, e.g. Parcel resourcing the i-SITE income and stimulate local collection patronage  Liaising with event organisers and assisting with the collaborative marketing and ticketing of events, aimed at attracting visitors to Community Outcomes the district. Community Outcomes How the activity contributes Why we do it Community By working closely with the The i-SITE Visitor Centre is an essential contributor to the district’s Department of Conservation and economic and community development, especially in promoting other tourism operators within the Whanganui as a visitor destination to both domestic and international region to promote the district and visitors. We aim to stimulate growth in the tourism sector as well as having support economic development local community support functions. Connectivity Providing an information centre accessible to visitors to discover in- Our district is a unique tourism destination. Tourism and visitor services depth information about contribute to the achievement of the Whanganui Leading Edge vision – in Whanganui and the rest of New particular making sure that our district is deeply united, globally Zealand. connected, powered by creative smarts and works for everyone. Offering booking services for accommodation, tourism

Page 108 of 205 Whanganui District Council Long Term Plan 2018-2028 i-SITE Visitor Information Centre Objectives Community Outcomes How the activity contributes  To strengthen and expand the range of Whanganui’s tourism products, attractions and services available to visitors activities, travel operators, and  To strengthen i-SITE business performance through innovation and events. added-value services Creativity Developing the use of interactive  To increase collaborative marketing activities across the sector and online tools to provide information and enhance our Potential significant negative effects visitor experience position in the There are no potential significant negative effects. world as a visitor destination. Environment By providing a hub to attract Assumptions visitors, support local tourism providers, and, in turn, creating a  Council continues to fund the i-SITE vibrant community for residents  The i-SITE continues to actively promote tourism and visitor that contributes to the economic services in support of the district’s economic development. development of the region. Asset management Economy By developing innovative revenue streams, enhancing services, and For detailed asset management information including risks, maintenance, finding efficiencies within the operating issues and future demand please see our Asset Management service provided to benefit the Plans. These are available on our website (www.whanganui.govt.nz) or by community. contacting Council on 349 0001.

Goals and principal objectives Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Goal Plan 2018-2028. To provide an innovative and efficient visitor information service and increase positive awareness of our district as a visitor destination.

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Page 109 of 205 Whanganui District Council Long Term Plan 2018-2028 i-SITE Visitor Information Centre

Customer Service Performance Measures Performance Initiatives to Community Customer Levels of Customer Level improve levels Outcomes Service Value Year 1 Year 2 Year 3 Years 4-10 Performance Procedure of service Baseline41 Target Target Target Target Measure (2018-2019) (2019-2020) (2020-2021) (2021-2028)

Connectivity The i-Site provides Effectiven The number of 27,458 27,200 27,380 27,560 27,735 Internal Continued i-Site an attractive and ess visitors served by Monthly membership engaging space for the i-SITE Records using and tourism locals and visitors – electronic product

encouraging people door counters training. to visit, spend time and manual Collaboration and do business records. with tourism with us product The i-Site provides Quality Customer New 4.5 4.5 4.5 4.5 Trip Advisor providers to excellent customer satisfaction with ratings: enhance service with the service received Aggregate service. right information at the i-SITE score delivered to locals and visitors

41 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’.

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Cemeteries

What we do Key issues Strategies to address key Our cemeteries provide a place of remembrance and provide a link to the issues past. The Town Cemetery is a historic cemetery and is of national to assess and make safe unstable significance. The main cemetery is located in Aramoho and there are rural headstones has begun. cemeteries in Maxwell, Brunswick and Matarawa.

Why we do it Completion of the digitisation Development of the digitisation We are involved in the provision of cemeteries to meet the social and process for historic records. system that will enable records to cultural needs of the community, to adhere to legislative requirements in be accessed by all. accordance with the Burial and Cremation Act (1964) and the Health Act (1956), and to ensure a high standard of facilities for the cremation or Community Outcomes burial of deceased persons. The Local Government Act 2002 requires cemeteries on Council-owned land to be appropriately managed. Community Outcomes How the activity contributes Key issues Community By connecting families and heritage to create a feeling of belonging. Key issues Strategies to address key Connectivity By maintaining a link between issues family and friends outside of the Limit ratepayer funding of this User fees will reflect the funding district. activity at around 25%, with user policy for this activity. Burials for Creativity By keeping an eye on new and fees at 75%. people from out of town and innovative technology that will cremations will receive a lower enhance our cemetery and access subsidy. to enable global connectivity. Unstable headstones posing a Headstones are the property of Environment By providing a well maintained possible health and safety risk to the families, not the Council, so cemetery that is welcoming to the public. some consultation is required visitors and tells a historical story before any work can be done. of our district. Future budgetary provision for headstone upkeep. A programme

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Cemeteries Principal objectives Community Outcomes How the activity contributes  To ensure that the current and future cemetery needs of the By creating a quality facility that district are properly planned for and programmed. the people of our district can be  To protect public health. proud of.  To offer burial choices that meet various cultural needs within the community. Providing and maintaining historic  To ensure a high standard of visual amenity. cemetery grounds that encourage  To ensure the accessibility of cemeteries for the public. residents to take pride in, and  To meet the requirements of relevant legislation, including the visitors to value, our rich heritage, Burial and Cremation Act 1964. and culture and amenity values.  To provide access to cemetery records online.

Providing attractive and well Potential significant negative effects maintained grounds that contribute to our recognition as a Significant negative effect Mitigation of negative effects great place to live and visit. There is potential for negative The cremator is due for effects on air quality from the replacement in 2018. Adhering to resource consents for cremator. Emissions are monitored and discharge to air and planning for controlled by resource consent diverse burial requirements into conditions. the future. Assumptions Providing and maintaining suitable  We continue to provide the current level of service. cemetery facilities to ensure public  Service delivery will continue to be outsourced. health, including crematorium and  The level of demand for cremations and burial services will remain burial grounds. reasonably static and, with the planned extension at Aramoho Cemetery, there will be adequate plots available for the remainder Goal and principal objectives of this century.  We will continue to partially rate fund the activity. Goal To provide quality burial and cremation facilities that meet legislative requirements and the needs of the community.

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Cemeteries Asset management For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

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Cemeteries

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Customer Service Performance Measures Performance Initiatives to Community Customer Levels Customer Level improve levels of Outcomes of Service Value Year 1 Year 2 Year 3 Years 4-10 Performance Procedure service Baseline42 Target Target Target Target Measure (2018-2019) (2019-2020) (2020-2021) (2021-2028)

Community, There is adequate Availability/Re The number of unsold 2330 700 700 700 700 Data base Maintaining records Environment capacity to meet liability plots available for maintained, on the number of future burial and burial or cremation. recording plots available; cremation needs number of investigate and of the community. available plots remedy issues raised through the CRM system Connectivity, Cemetery grounds Quality The percentage of 100% 90% 90% 90% 90% Independent Regular auditing and provide a special people satisfied with Park Check scoring against the creativity place of cemetery facilities Survey contract specification remembrance for using the pre- defined loved ones performance scoring amongst criteria in the attractive and well contract specification maintained (eg timeliness of grounds work, quality of physical works, administration, health and safety, Presentation and public liaison, quality plan etc).

42 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

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Cemeteries

Cemetery records Accessibility The number of official 29,276 35,000 50,000 65,000 65,000 Database Implement a reliable are maintained to cemetery records report data base system that help people to available on the quarterly allows the public to connect with the Council website find information past about the deceased

from the website.

Page 115 of 205 Whanganui District Council Long Term Plan 2018-2028 Central Business District maintenance

What we do Key issues Strategies to address key In 1990 we prepared concept plans for revitalising the central business issues district. These studies identified the essential activities that were funding allowances to refurbish years 2025 and 2035 to enable this paramount for establishing a thriving and energetic central city. The work and rejuvenate the CBD will be work to be undertaken. was carried out in four stages with completion in 1997. required. There are a high number of The Earthquake-Prone Building The Central Business District (CBD) is the area of Victoria Avenue bounded earthquake-prone buildings Taskforce provides building by Taupo Quay, Wicksteed Street, St Hill Street and Ingestre Street. The located in Victoria Avenue. owners with advice. The day-to-day management of the Central Business District area is prescribed community is able to reach out to in the service level agreement that we have entered into with Mainstreet the Taskforce for guidance via the Whanganui Incorporated and includes garden and paving maintenance as Council. the main activities. An interest in encouraging private In conjunction with the private development in the CBD. sector we are reviewing Why we do it development options and The rationale for our involvement relates to providing an attractive connectivity throughout the CBD. community focal point, which encourages community pride and contributes to the prosperity of the local economy. Community Outcomes

Through review of our vision the community has indicated that it wants a Community Outcomes How the activity contributes vibrant Central Business District with services and infrastructure that Community Pavements and pedestrian support economic growth and activity. This means that the rationale for crossings are safe for all abilities. service delivery aligns with our overarching vision, mission and strategy to position our district as Leading Edge. Through Mainstreet Whanganui’s Key issues provision of safe and sanitary public toilet facilities. Environment By fostering our district’s unique Key issues Strategies to address key identity and image in a positive issues way. The physical streetscape has been In our 30-year Infrastructure in place for 20 plus years and Strategy we have allocated $2M in

Page 116 of 205 Whanganui District Council Long Term Plan 2018-2028 Central Business District maintenance  To ensure the maintenance of assets in the Central Business Community Outcomes How the activity contributes District to prolong their service capacity. By providing an attractive CBD and contributing to our recognition as Potential significant negative effects a great place to live and visit. There are no significant negative effects from this activity. Economy By maintaining services and facilities to a high level, thereby Assumptions encouraging residents to take  Only essential asset maintenance and replacement will be pride in, and visitors to value, our undertaken over the next 10 years. rich heritage, culture and amenity  Service delivery continues to be outsourced. values. We offer a range of range  We continue the current funding structure for maintenance. of products and facilities to meet  We will continue to programme the replacement of street trees in the needs of a diverse community. the Central Business District.  Mainstreet Whanganui Incorporated continues to exist. Goal and principal objectives Asset management Goal For detailed asset management information including risks, maintenance, To provide a quality and vibrant Central Business District environment that operating issues and future demand please see our Asset Management encourages economic growth and is recognised as a central part of our Plans. These are available on our website (www.whanganui.govt.nz) or by district’s brand and identity. This will add to the overall ambience and contacting Council on 349 0001. heritage values of the district. Funding the annual net cost – who pays? Principal objectives Please see the Funding Impact Statement in Volume 1 of the Long Term  To contribute to the beautification of the environment by Plan 2018-2028. providing a range of landscape enhancements including maintenance of grassed areas, trees, flower gardens and planting Opening hours at selected traffic islands. Toilets continue to be open on a 24/7 basis.  To provide a CBD that contributes to a place of community identity.  To help provide an ambience that supports a vibrant retail sector.  To provide a safe and clean environment.  To provide clean and accessible public conveniences.

Page 117 of 205 Whanganui District Council Long Term Plan 2018-2028 Central Business District maintenance

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community outcomes Customer levels of Customer value Performance Initiatives to service Customer Service Performance Measures level procedure improve levels of service

Year 1 Year 2 Year 3 Years 4-10 Target Target Target Performance Measure Baseline43 Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Community / The CBD is safe, Quality The percentage of residents 59% 65% 70% 75% 80% Independen Continue to Economy / vibrant and satisfied with the contribution t maintain the Environment contributes to the the town centre makes to the Community high levels of positive image of image of Whanganui44 Views service our Whanganui Survey community

receives.

Safety The percentage of residents 61% 65% 70% 70% 70% Independen Maintain a that feel safe in the CBD t strong during the evening Community working Views relationship Survey with Mainstreet and the Police. Community / The CBD is safe, Quality The percentage of residents 79% 90% 90% 90% 90% Independen Maintain Environment clean and attractive satisfied with the standard of t current levels the presentation in the town Community of service. centre45 Views

Survey

43 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’. 44 The wording of this question has slightly altered from previous years. 45 The wording of this question has slightly altered from previous years to broaden the scope to include the wider presentation of the town centre.

Page 118 of 205 Whanganui District Council Long Term Plan 2018-2028 Central Business District maintenance

Community outcomes Customer levels of Customer value Performance Initiatives to service Customer Service Performance Measures level procedure improve levels of service

Year 1 Year 2 Year 3 Years 4-10 Target Target Target Performance Measure Baseline43 Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Public toilets in the Quality The number of complaints 4 <12 <12 <12 <12 CRM system Maintaining CBD are clean, about the cleanliness or the the hygienic and hygiene of public toilets opening times available reported to Council at 24/7.

Page 119 of 205 Whanganui District Council Long Term Plan 2018-2028 Waste minimisation Legislation underpinning this activity includes the Health Act (1956), the What we do Local Government Act (2002) and more recently the Waste Minimisation Waste minimisation supports and promotes waste reduction, reuse and Act (2008). recycling in order to maintain the health and sustainability of our The Waste Management and Minimisation Plan provides for the effective community and natural environment. Our role in this activity has management and minimisation of solid waste in our district. This will be traditionally been in the areas where the market fails to provide. We are principally achieved through Council-driven initiatives which refocus waste now broadening our focus though through the Resource Recovery Centre services to better meet the needs of the community and safeguard natural to provide increased services and opportunities for the community to resources. minimise waste and re-use resources. We have also established a Waste Minimisation and Environment Working Our waste minimisation services include: Party, comprising selected councillors, to drive further waste minimisation  Letting contracts for the collection of waste from rural drop-off initiatives for our district in accordance with the goals and aspirations of bins. our Waste Management and Minimisation Plan.  Letting contracts for a kerbside refuse bag collection service in peri-urban areas. Key issues  Disposal of some low toxicity domestic hazardous waste collected Key issues Strategies to address key through the transfer stations. issues  Monitoring of the now closed Balgownie landfill as per resource consent conditions. To enhance the community’s We support and incentivise the  Provision of a 24/7/365 drop-off Resource Recovery Centre. ability to deal with waste in a Resource Recovery Centre to  A monthly kerbside recycling collection service for those unable to sustainable manner. broaden waste minimisation access the drop-off centre due to disability or being without a car. opportunities for the community.  A monthly recycling collection service from participating schools in The Resource Recovery Centre the district. keeps abreast of industry trends  Waste minimisation education and advice services to the public, and opportunities to increase and schools and other institutions. develop waste minimisation  Zero waste education programmes through primary schools. services for the community.

Why we do it We are investigating the feasibility of ‘satellite’ drop-off recycling Waste minimisation activities assist the community to live in a sustainable centres around the district, manner by valuing resources and eliminating waste. including rural areas.

Page 120 of 205 Whanganui District Council Long Term Plan 2018-2028 Waste minimisation Community Outcomes Key issues Strategies to address key issues Community Outcomes How the activity We need to be able to obtain or We are investigating the contributes measure waste data in the district development of a Waste Bylaw. Environment Provision of waste services to enable the setting of future This will regulate waste industry where the market fails or there targets, plans and services. players and the disclosure of waste is public good in doing so. data.

Waste collection services in the We will undertake periodic surveys rural and peri-urban area to to gauge waste data where gaps enhance the overall cleanliness exist. and visual appearance of the An inability to influence waste Encouraging the Resource district. services and price structures that Recovery Centre Trust to promote waste minimisation investigate involvement in waste Opportunities for recycling and behaviours. minimisation collection services reuse of waste through kerbside from the kerbside and commercial collection services and sectors to either assist market Whanganui Resource Recovery provision or improve value to the Centre. customer.

Providing funding grants (waste Building alliances with industry levy) for projects to enhance players to partner in providing local waste minimisation enhanced services which promote services. waste minimisation.

Promoting waste recycling, reuse and reduction to minimise waste going to landfills.

Supporting Council’s Waste Minimisation and Environment

Page 121 of 205 Whanganui District Council Long Term Plan 2018-2028 Waste minimisation kerbside recycling, could enhanced services to the public. Community Outcomes How the activity contribute to negative social and The Whanganui Resource contributes environmental effects as residents Recovery Centre is also looking at Working Party to look into may have less opportunity to enhanced service provision for the environmentally sustainable minimise waste and private waste community. practices and green practices are either unsustainable technologies. or impact negatively on the environment. Goal and principal objectives Assumptions Goal  Levels of service in this plan are based on the Waste Management A district that strives to be leading edge through innovative partnerships and Minimisation Plan 2015. Budgets are based on receiving to value resources and eliminate waste. $150,000 per annum from the Waste Minimisation Authority to be spent on waste minimisation services. Principal objectives  Budgets are based on current contract prices and financial  To find better ways to recover, re-use and recycle resources. forecasts.  To educate the community and organisations to reduce waste and  The Whanganui Resource Recovery Centre will continue to receive improve efficiency of resources. a service level contract to the value of $150,000 annually to  To deliver waste and waste minimisation services more efficiently operate the centre. where required.  Two main waste companies in town will continue to provide the  To support waste minimisation initiatives in the community: bulk of the community’s waste services.  To improve the reliability and completeness of waste data Asset management collected to enable the setting of future targets, plans and services.  To be in a position to take best advantage of mandatory and For detailed asset management information including risks, maintenance, voluntary producer responsibility schemes. operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by Potential significant negative effects contacting Council on 349 0001. Significant negative effect Mitigation of negative Funding the annual net cost – who pays? effects Please see the Funding Impact Statement in Volume 1 of the Long Term Our minimalist approach to service We are endeavoring to partner Plan 2018-2028. provision in this activity, especially with waste operators to provide

Page 122 of 205 Whanganui District Council Long Term Plan 2018-2028 Waste minimisation

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels Customer Performance Initiatives to Outcomes of service value Customer Service Performance Measures level procedure improve levels of service Year 1 Year 2 Year 3 Years 4-10 Performance Measure Baseline46 Target Target Target Target (2018-2019) (2019-2020) (2020-2021) (2021-2028)

Environment Waste Quality The percentage of users 98% 95% 95% 95% 95% Survey of Continuing minimisation of the Resource Resource investigation of and waste Recovery Centre that Recovery Centre further product collection are satisfied with the users conducted lines for waste services are overall service provided throughout the minimisation accessible and year through the effective centre Providing opportunities for customers to provide feedback and responding to initiatives for improvement

46 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’.

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Effectiveness Iconic events47 held in 100% 100% 100% 100% 100% Parks and Increase public parks and reserves usage resources and reserves will have an application knowledge for appropriate waste form event waste minimisation plan minimisation plans to assist event organisers.

Ensure that waste minimisation planning is a condition of use for events licence to occupy.

47 Iconic events are large scale events that expect to attract crowds of 100+, and do not include smaller scale one-off events. Measurement is that a waste minimisation plan is received - we do not monitor the achievements within it.

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Council Effectiveness The amount of product 2355 Maintain or Maintain or Maintain or Maintain or Recycling Centre Continuing supports and recycled through the tonnes improve improve improve improve from daily records investigation of provides centre each year from from from previous year further product incentives for previous previous previous lines for waste waste year year year minimisation reduction, reuse through the and recycling in centre line with its Investigate Waste opportunities to Management & increase waste Minimisation services in the Plan community and waste product received through the Centre Accessibility The number of 29 >5 >5 >5 >5 Resource Increase delivery educational visits to Recovery Centre of educational schools on waste records visits through all minimisation schools and institutions. Adherence to customer care and expectations.

Page 125 of 205 Whanganui District Council Long Term Plan 2018-2028 Pensioner housing been in place for less What we do than five years. We provide social housing for elderly people who have low to moderate Income On a benefit and Same as complexes financial means. This activity is financially ring-fenced and does not require earnings, maximum any ratepayer funding. income reflects the tax-paid annual The activity includes a 24-hour call-out maintenance service, lawn mowing, minimum wage. This grounds and garden maintenance, and the provision of garden rubbish amount will be bins. adjusted April each year (currently We contract Age Concern to provide a welfare service with at least three $24,000 per annum). calls, more if required, per tenant per year. Independence Be able to live Relocated on a family independently and member’s residential The criteria guidelines for accepting pensioner housing applicants are as compatibly with property. follows: neighbours. Needs Genuine housing To be near family. need. Complexes ‘Granny flat’ units References Doctor’s certificate Agreement of family. Age 60 years 55 years and two referees. 55 years if surplus Younger in some vacancies circumstances e.g. The provision of housing complexes has been loan funded. Rentals are set disabilities at a level to cover operational costs and interest repayments, but not Assets 50% of average house Same as complexes replacement costs, with the net rentals surplus at the end of each financial price sale, to be year used for repayment of the loan principal. reviewed annually in April each year The financial model for pensioner housing has been reviewed and it has (currently $103,000) – been resolved to increase the single unit rental to 32% of net not including car, Superannuation for a person living alone and the double unit rental to 27% furniture etc. Includes of joint couple’s superannuation. This will be implemented by 1% any benefit from a increments each year commencing in July 2018 Family Trust that has

Page 126 of 205 Whanganui District Council Long Term Plan 2018-2028 Pensioner housing Why we do it Community Outcomes How the activity contributes The Council, encouraged by significant financial support from Central Providing facilities that promote Government, entered into housing elderly citizens from the late 1940s to the feeling of ownership and alleviate the acute housing problem. The ongoing delivery of pensioner safety. housing has continued to support the social wellbeing of elderly residents with modest means and aligns with the district’s Positive Aging Strategy. Providing a housing environment that promotes inclusive living. Key issues Goals and principal objectives Key issues Strategies to address key Goal issues To provide and maintain a network of housing for the elderly throughout Loans Principal will be repaid from the city in a manner appropriate to the respective social and welfare needs operating surpluses if and when of tenants. they eventuate. Obsolescence – function and Look at funding strategies to Principal objectives economic issues – no ramps, car upgrade and consider conversions. ports etc. – life is different from  To provide good quality housing. 1940s.  To charge an affordable rental. Community Outcomes  To maintain all units to a good standard. Community Outcomes How the activity contributes  To process all applications in a manner that ensures tenant Community Providing a housing environment compatibility. that allows the elderly to stay  To provide an independent welfare service for our tenants. connected with their contemporaries. Potential significant negative effects There are no significant negative effects from this activity. Providing welfare support to the pensioner housing residents. This activity is financially ring-fenced and does not currently require any ratepayer funding. However, without a change to the current financial Providing safe, warm and healthy model it is envisaged that rate payer funds will eventually be required due housing for the elderly with limited to a forecasted increase in loans and an increased level of obsolesce due means. to a lack of capital investment / improvements.

Page 127 of 205 Whanganui District Council Long Term Plan 2018-2028 Pensioner housing Assumptions Funding the annual net cost – who pays?  That, until such time as this review is concluded, the community Please see the Funding Impact Statement in Volume 1 of the Long Term will continue to want to retain the pensioner housing assets. Plan 2018-2028.  That, until such time as this review is concluded, the Council will continue to provide social housing for the elderly of modest means with the current level and type of assets, but is most unlikely to increase the size of the portfolio or substantially alter the assets e.g. significantly upgrade; make one bedroom into two bedroom units etc.  We provide ‘social housing’ with the rentals linked to a percentage of the benefit paid to the elderly.  We will continue to sell any surplus granny flats.  There are no capital acquisitions in this plan as we will not replace pensioner housing units when they reach the end of their useful life.  Occupancy levels continue to remain in the region of 90%. Note: vacancy periods include the time when units are out of commission for redecoration. The portfolio also experiences a tenancy turnover of around 15% per annum. Occupancy levels and a strategic approach to improving these levels will form part of the review of the financial sustainability of the activity.

Although there is an anticipated increase in the number of elderly, it is not known how many of the relatively asset-poor will wish to live in our pensioner housing units. Asset management For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001.

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Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Customer service performance measures Initiatives to Performanc Community Customer levels of improve Customer value Year 1 Year 2 Year 3 e level Outcomes service Years 4-10 levels of Target Target Target procedure Performance Measure Baseline48 Target service (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Community Pensioner housing is Quality Tenants' overall satisfaction 91% 90% 90% 90% 90% Internally Implementati healthy, safe, warm with Council's Pensioner delivered on of

and well maintained Housing service survey to a outcomes random from the sample of pensioner pensioner housing housing review; tenants tendering of the welfare services contract to ensure delivery of the best service possible

48 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’.

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Customer service performance measures Initiatives to Performanc Community Customer levels of improve Customer value Year 1 Year 2 Year 3 e level Outcomes service Years 4-10 levels of Target Target Target procedure Performance Measure Baseline48 Target service (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Tenant wellbeing is Responsiveness The percentage of tenants 83% 80% 85% 85% 85% Internally As above maintained through who are very satisfied or delivered welfare and satisfied with welfare services survey of connectivity pensioner services housing tenants

Provision is based Responsiveness The percentage of pensioner 96% 90% 90% 90% 95% Managemen Council on the needs of our housing units that are t report reviewing community occupied long-term sustainability of portfolio to include potential sale of all or some of the portfolio, with the latter to assist with improving the occupancy levels.

Page 130 of 205 Whanganui District Council Long Term Plan 2018-2028 Community buildings Why we do it What we do The various halls and buildings are all inherited from past generations and We have eight community buildings available within the district for are located across the district. Some of the buildings have an historic community lease and use. These are: and/or memorial value. Community buildings provide resources for  Arts Society building, Castlecliff Town Hall, Duncan Pavilion, Ward community activities, a focal point for communities and facilitate Observatory, Repertory Theatre, the Ladies Rest building, former community spirit. Red Cross Building at Cooks Gardens and the Upokongaro Hall. We will continually review our ownership of these buildings and will look Seven of the eight Community buildings are occupied under a Community to divest ourselves of them where Council ownership is not critical to the Organisation Lease. We are negotiating to transfer ownership of the provision of the activity, or the community usage indicates maintaining the Repertory Theatre, and Art Society buildings (not the land) as these level of service is no longer warranted. facilities are deemed surplus to our needs. This is in line with the need to balance the costs of ownership of Community buildings with the benefit to Key issues users and the community. Key issues Strategies to address key In the rural areas, there are seven halls available for public use and hire. issues These are owned and administered by the Whanganui District Rural Halls Ageing buildings Maintain to a level that gives Community Trust. We provide annual funding averaging $60,000 per weatherproofing and continue annum to the Trust to cover planned maintenance and capital with downsizing to a level that replacements. Ownership of the rural halls by the Trust reduces Council meets community needs. costs for running the halls and increases community involvement and Earthquake risk issues and other Prioritise these once detailed engagement. compliance costs analysis is completed and either fit

them into a works programme or The halls are located at: look at divestment or demolition  Brunswick, Fordell, Kai Iwi, Mangamahu, Maxwell, Rapanui- options. Mowhanau and Okoia. Historical and sentimental value On a building by building basis establish the real value to the community and decide whether to upgrade or divest.

Page 131 of 205 Whanganui District Council Long Term Plan 2018-2028 Community buildings

Key issues Strategies to address key Community Outcomes How the activity contributes issues By managing building operation Divestment Where a building is only utilised by and management to enable a single group (or not used) we are service delivery to the community. looking to that group to take over full responsibility for the building Goals and principal objectives or selling the property Goal Community Outcomes To provide indoor community venues for a range of social, cultural, recreational and educational uses. Community Outcomes How the activity contributes Community By working with the community Principal objectives through our Community  To provide a focal point for community activities and emergency Organisation Lease programme. welfare. Connectivity Providing a place for the  To ensure the accessibility of community buildings for public use. community to congregate and  To ensure the maintenance of community buildings to prolong connect with a wider network. their service capacity. Creativity An arts and culture centre that  To provide the service at a reasonable cost. attracts innovative minds and supports community Potential significant negative effects organisations. Significant Negative Effect Mitigation of Negative Effects Economy The diversity of our district and our facilities creates a strong lifestyle Age of buildings result in additional Monitoring and examining cost environment where people choose compliance costs, e.g. seismic effective solutions. to live. upgrading.

Page 132 of 205 Whanganui District Council Long Term Plan 2018-2028 Community buildings Assumptions Public toilets  We continue to explore divesting buildings where the cost to the  24 hours a day, 7 days a week – some cubicles are closed at night community exceeds the benefit. after cleaning  Where we decide to divest ourselves of a building, ongoing maintenance costs will be reduced to a prudent minimum.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Opening hours

Ward Observatory  Every Friday night when the sky is clear – and by arrangement with the Whanganui Astronomical Society

Ladies Rest Building Women’s Network  Monday – Friday: 9.00am to 5.00pm  ‘Drop-in’ hours: 10.00am to 2.00pm – appointments are required outside these hours

Page 133 of 205 Whanganui District Council Long Term Plan 2018-2028 Emergency management region with communities understanding and managing their risks.’ The What we do group maintains a strategic plan that considers all phases of emergency: Emergency management is focused on the community and its resilience to reduction; readiness; response; and recovery. A business plan is also a wide range of risks. The readiness and response to a problem is a managed by the group with each of the member councils contributing to partnership between the community and the council, with assistance and achieving the goals of the group. The group has adopted a philosophy of support from central government if the scale warrants it. centralised coordination and local delivery and works closely with emergency services, welfare services and other strategic partners for The Emergency management activity: effective and comprehensive emergency management.  works to reduce the risk of emergencies  prepares the community to respond to emergency situations We are required to undertake this activity.  co-ordinates effective responses to emergency situations, and Key issues  coordinates the community recovery from the impacts of emergency situations Key issues Strategies to address key issues Why we do it Increase in extreme weather Increased coordination within and This activity promotes a safe and healthy community by enabling individual events. between groups to ensure a high self sufficiency, neighbourhood and community resilience to cope with level of readiness and response. Civil Defence emergencies and the ability of the community to recover Increase public warning and from such events. notification capabilities including threat mapping. In addition, the activity’s focus on protection, education and responsiveness means that it aligns with our overarching vision, mission and strategy to position our district as Leading Edge. Realignment of central Maintaining relationships with key government policies regarding government agencies and We are an active member of the Manawatu-Whanganui Civil Defence Civil Defence Emergency advocating on behalf of the local Emergency Management Group as required by the Civil Defence Management services. community. Emergency Management Act 2002. The group is a consortium of the local authorities in the region with the vision: ‘to build a resilient and safer

Page 134 of 205 Whanganui District Council Long Term Plan 2018-2028 Emergency management

Key issues Strategies to address key Key issues Strategies to address key issues issues Our ageing population means Understanding who makes up the Business Continuity needs further Identify appropriate sites and liaise there is an increase in vulnerable community and ensuring development. with property owners to ensure people. increased coordination within and alternative sites are established. between emergency management Encourage community and private groups to ensure the appropriate Business Continuity Planning. level of readiness and response. Detailed Recovery planning is now Assist in the formation of the Ongoing interaction with required as part of amendments to Regional Recovery Plan and Neighbourhood support and other the CDEM Act develop a local Recovery Manager community groups. Identifying portfolio and plan. vulnerable groups and working to reduce vulnerability and Community Outcomes strengthen community bonds Regional disconnection regarding Continue to support FENZ Community Outcomes How the activity rural and urban fire services. transition and local fire agencies. contributes Regional consolidation of Continue to develop and maintain Community Assisting the community in terms emergency services. regional relationships to ensure of reducing the risk, and our emergency management minimising the adverse effects of needs are met. Provide multi- emergencies. agency cooperation opportunities

Supporting agencies are Regional cooperation to influence Promoting the awareness of downsizing due to perceived national bodies to ensure the right hazards and self-preparedness efficiencies and funding issues. level of support is available, as set measures to build a resilient out in legislation. Increase community. connections and training with volunteer organisations to fill potential gaps

Page 135 of 205 Whanganui District Council Long Term Plan 2018-2028 Emergency management  To maintain effective processes to help the community respond to, Community Outcomes How the activity and recover from, emergencies. contributes  To contribute to the Manawatu-Whanganui Regional Civil Defence Build community resilience by Emergency Management Group Plan. encouraging networking and  To maintain the Council’s Business Continuity Plan. community building activities Potential significant negative effects Ensuring the readiness of the There are no potential significant negative effects. community to cope with emergency events. Assumptions  The short-term projections assume the status quo in terms of Ensuring the best possible responsibilities and commitments. recovery from emergency  The structure of the Manawatu-Whanganui Civil Defence situations. Emergency Management Group remains the same.

The activity’s focus on protection, Asset management education, responsiveness and For detailed asset management information including risks, maintenance, Recovery planning. operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by Goal and principal objectives contacting Council on 349 0001.

Goal Emergency management must be flexible, portable and capable of To protect life and property and to prepare the community to effectively operating without undue reliance on technology. The Municipal Building respond to and recover from emergency situations. has a stand-by power generator, which is sufficient to maintain core services in a power cut and an alternate power supply is available at a local Principal objectives service station. Alternate Emergency Operations Centre Capability has  To coordinate plans and response arrangements with emergency been built into the newly refurbished New Zealand Fire Service services and community agencies. headquarters in the Maria Place Extension. Testing and exercising of the facility is to be conducted.

Page 136 of 205 Whanganui District Council Long Term Plan 2018-2028 Emergency management

Mobile communications and coordination capability can be maintained, albeit at a reduced level of functionality, via CDEM vehicles or alternative sites, including those identified for welfare purposes within the community.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

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Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

49 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’. Page 138 of 205 Whanganui District Council Long Term Plan 2018-2028 Emergency management

Customer service performance measures Initiatives Performanc Community Customer levels of to improve Customer value Year 1 Year 2 Year 3 e level Outcomes service Years 4-10 levels of Target Target Target procedure Performance Measure Baseline49 Target service (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) A continuous 24- Responsiveness The percentage of emergency 100% 100% 100% 100% 100% MCDEM Maintenanc hour emergency management calls responded contractor e of a roster management to within 15 minutes records and of response service is duty officer experienced provided event logs staff on duty officer call-out. On call duty officer includes vehicle with siren and lights as well as tsunami warning capabilities. An Emergency Quality The percentage of Emergency 100% 100% 100% 100% 100% Council Ongoing Operations Centre Operations Centre activations records staff (and trained managed with appropriate training and volunteers) are staffing, systems and capability available and ready processes in place within two developmen to help our hours t. community respond to, and recover from, emergency situations50

50 This means having staff in place sufficient to the activation mode, all essential information technology systems available and operating at levels sufficient to complete core roles and delivery of coordination and management consistent with the Emergency Operations Centre Emergency Operations Procedures. Page 139 of 205 Whanganui District Council Long Term Plan 2018-2028 Emergency management

Page 140 of 205 Whanganui District Council Long Term Plan 2018-2028 Animal control

What we do Key issues Strategies to address key Our animal control service encourages better care and control of dogs and issues other animals in the urban and rural community. purpose. We have allocated a total of $1M to build a new pound at a Why we do it new site. We are primarily governed by the Dog Control Act 1996 and the Impounding Act 1955. We have created bylaws that regulate animal Community Outcomes control activity and these are created from the Animal and Dog Control policies. These policies were reviewed and updated in 2015. Community Outcomes How the activity contributes Community A system of dog registration and Key issues management is maintained so that risks associated with keeping Key issues Strategies to address key dogs are minimised. issues Economy Through the development of a Maintaining a database of all Ensuing the public is aware of their new, fit for purpose, dog pound. known dogs in our district. legal obligation to register dogs. Goal and principal objectives Using enforcement activities to alter behaviour. Goal Education of dog owners and Providing customers with clear To assist in maintaining a safe community, where the public and dogs can potential dog owners of their information on our requirements. interact in a safe and positive manner. obligations as a dog owner in our district. Principal objectives Keeping our Council informed on Ensuring robust information on  To ensure the responsible ownership of animals and to ensure that issues relating to stock and dogs. this issue is available, so that dogs and other livestock are controlled, so that residents are safe, informed decisions are made. nuisances are minimised and the welfare of animals is protected. The current dog pound is no longer The pound was constructed in the suitable. 1980s and, as a result of ongoing Potential significant negative effects changes to animal welfare standards and an increasing dog Significant negative effect Mitigation of negative effects population, it is no longer fit for Page 141 of 205 Whanganui District Council Long Term Plan 2018-2028 Animal control Perception of regulatory services Education and communication. as either imposing unreasonable rules on people and businesses or not imposing enough rules on people and businesses.

Assumptions  There will be no changes to staffing levels.  Current legislation requirements apply and no signalled legislative changes need to be taken into account.  No budget allowed for new euthanizing process.  An Animal Welfare Centre will be constructed on a new site.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Opening hours The pound is open to the public:

Monday – Friday 12.00pm – 1.30pm

It is also available other hours by appointment and is operated by animal control staff 365 days a year.

Page 142 of 205 Whanganui District Council Long Term Plan 2018-2028 Animal control

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Outcomes Customer levels of Customer value Customer service performance measures Performance Initiatives to service level procedure improve levels of service

Performance measure Baseline51 Year 1 Target Year 2 Target Year 3 Target Years 4-10 (2018-2019) (2019-2020) (2020-2021) Target (2021-2028)

Community, A dog registration Responsiveness The percentage of known 92% 95% 95% 95% 95% Property & Provision of Economy service and system dogs that are registered Rating proactive is delivered database education with the community Excellent customer Quality The percentage of the 47% 51% 52% 53% 54% Independen Provision of a service is provided community satisfied with the t greater public to our customers animal control services Community profile. and the animal provided Views control activity Survey Extra patrols minimises nuisance under taken and makes so the Whanganui a safer community place to live see us a proactive not reactive. Responsiveness The percentage of Priority 1 New%53 95% 96% 97% 98% Response to Limit the (Urgent)52 call outs that are afterhours amount of responded to within 1 hours call outs. officer working alone CRM system time

51 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’. 52 Priority 1 includes: secured dogs; a dog caught in a dog trap; Police request; stock on priority roads; and dog attacks. 53 This is a new measure for the LTP. The previous baseline data reported in the 2016/17 Annual Report was 93% of priority calls within 2 hours. Page 143 of 205 Whanganui District Council Long Term Plan 2018-2028 Building control Key issues Strategies to address key issues What we do areas, which results in higher costs Building control is a delivery arm that provides advice and service in for customers and tighter relation to: timeframes for Council.  Building consents; Ability to meet legislated Our building control officers have  Building assessments; timeframes been working overtime when  Education (i.e. exempt work); required and we have  Compliance; and implemented a formal Cadet  Enforcement Building Control Officer role to assist with resourcing. We have Why we do it also employed additional staff to There is a community expectation that we will ensure regulatory cover the territorial authority compliance in order to maintain a safe and healthy community and to functions for building control so ensure environmental standards are met and nuisances are minimised. that our officers can concentrate on our Building Consent Authority This activity is governed by specific rules and legislation that require us to functions. In addition, we are undertake these services. Building control is about making sure that enhancing our communication building work in the district meets the right standards so that risk is efforts so that the public is more minimised and non-compliant work is brought up to the required standard. informed about our processes and requirements. This is in an effort to The delivery of this activity aligns with our overarching vision, mission and reduce the need for re-inspections strategy to position our district as Leading Edge. as well as requests for further information (RFIs). Key issues Community Outcomes Key issues Strategies to address key issues Changing legislative requirements. Keep abreast of imminent Community Outcomes How the activity contributes legislative changes which will Community Building control aims to ensure impact on our assessment / that: inspection requirements through All building work is safe and fit for the Building Act purpose. Regulatory compliance has Provide customers with clear become more onerous in some information on our requirements. Page 144 of 205 Whanganui District Council Long Term Plan 2018-2028 Building control Community Outcomes How the activity contributes Assumptions Regular inspections are made to  Workload demands for this activity will be similar but the type of work ensure the safety of commercial is expected to vary. buildings and swimming pools.  Current legislation requirements apply and signalled legislative Private stormwater separation changes are not taken into account. projects are maintained to ensure  No budget allowed for District Plan appeals to the Environment Court. the safe disposal of stormwater  Central government is expected to pass legislation. The effects of these without causing nuisance to changes are not known. property or person.  The resources will be available to meet the needs for this activity. Economy Enables building development to  Building Consent Authority Accreditation is sustained. occur within the district. Environment Provides guidance and information Asset management in relation to sustainable building For detailed asset management information including risks, maintenance, procedures. operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by Goal and principal objectives contacting Council on 349 0001.

Goal Funding the annual net cost – who pays? To maintain a safe and healthy community, ensure environmental Please see the Funding Impact Statement in Volume 1 of the Long Term standards are met and there is safe disposal of stormwater. Plan 2018-2028.

Principal objectives  To ensure homes and buildings are built to a high standard.

Potential significant negative effects Significant negative effect Mitigation of negative effects Perception of building control as Education and communication either imposing unreasonable rules on people and businesses or not imposing enough rules on people and businesses.

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Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures

Customer Service Performance Measures Performance Initiatives to Customer Levels of Community Outcomes Customer Value Level improve levels of Service Years 4-10 Year 1 Target Year 2 Target Year 3 Target Procedure service Performance Measure Baseline54 Target (2018-2019) (2019-2020) (2020-2021) (2021-2028)

Community, Whanganui’s Safety The maintenance of building Achieved Achieve Achieve Achieve Achieve Annual Delivery of Economy, building integrity is consent authority internal internal Environment protected so that accreditation status audit plus a quality audits; buildings are safe two-yearly operational

and fit for use external management audit team reviews; strategic management team reviews The building Timeliness The percentage of building 99.8% 100% 100% 100% 100% Property & Utilisation of consent process is consents processed within 20 Rating improved compliant, efficient working days (the statutory database technologies, and user friendly timeframe) and results (e.g. phone of building apps)and continuing to consent improve audits timeliness by enhancing our online services such as the ability to complete Code Compliance Certificate application forms online.

54 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’. Page 146 of 205 Whanganui District Council Long Term Plan 2018-2028 Building control

An exceptional Quality The percentage of customers 97% 90% 90% 90% 90% Internally Adherence to customer service satisfied with the building delivered the Customer experience is consent services provided survey of Care Strategy; delivered with building providing customers helped control more opportunities through the customers for customers building consent from the to engage and process and previous 12 feedback assisted with other months building projects

Page 147 of 205 Whanganui District Council Long Term Plan 2018-2028 Environmental health

What we do Key issues Strategies to address key issues Environmental Health is the branch of public health that is concerned with all aspects of the natural and built-up environment that may affect human for example in terms of becoming health. We are mainly concerned with: an accredited authority and  Ensuring the health and safety of consumers through monitoring through the audit of Food Safety food and other premises. Plans. We are working with a  Assisting in minimising alcohol related harm in the district. central cluster group of other  Minimising nuisances in the community. councils to look at our options here. Why we do it Regulatory compliance has Networking with Central Cluster There is a community expectation that we will ensure regulatory become more onerous in some group to develop better systems compliance in order to maintain a safe and healthy community and to areas, which results in higher costs and standardisation. ensure environmental health standards are met and nuisances are for customers and tighter minimised. timeframes for Council. Provide customers with clear information on Council’s This activity is governed by specific rules and legislation that requires us to requirements. undertake these services. Local Alcohol Policy A Local Alcohol Policy has been adopted however is under appeal. The delivery of this activity aligns with our overarching vision, mission and It is set down for Hearing in July strategy to position our district as Leading Edge. 2018.

Key issues There are likely to be new costs as a result of this new Policy and we Key issues Strategies to address key will need to make sure that we are issues able to recover these. We will be monitoring our costs and services. Changing legislative requirements. Monitor and lobby central government.

The new Food Act 2014 is likely to place increased requirements on the environmental health team,

Page 148 of 205 Whanganui District Council Long Term Plan 2018-2028 Environmental health Community Outcomes Goal and principal objectives

Community Outcomes How the activity Goal contributes To maintain a safe and healthy community, ensure environmental health Community A system of food premises standards are met and nuisances are minimised. grading is set up to allow owners Principal objectives to improve their standards of food hygiene and minimise risk to  To minimise nuisances in the community. consumers.  To ensure the health and safety of consumers through monitoring food and other premises. Regular inspections are made to  To assist in minimising alcohol related harm in the district. ensure the safety of services including cafés, restaurants, hair Potential significant negative effects salons, funeral parlours, public Significant negative effect Mitigation of negative swimming pools, camping effects grounds and offensive trades. Perception of regulatory services Education and communication as either imposing unreasonable through our Continuous Nuisances are managed or rules on people and businesses or Improvement programme. eliminated by active enforcement not imposing enough rules on to ensure people live safely and people and businesses. harmoniously. Assumptions Our proposed Local Alcohol  Workload demands for this activity will be similar but the type of Policy, Alcohol Ban Bylaw and work is expected to vary. services to implement the Sale  Current legislation requirements apply and signalled legislative and Supply of Alcohol Act 2012, changes are not taken into account. combine in an effort to minimise  Central government is expected to pass legislation. The effects of abuse of alcohol in the these changes are not fully known yet. community.  The resources will be available to meet the needs for this activity. Bylaws are developed to protect community safety, health and amenity. Page 149 of 205 Whanganui District Council Long Term Plan 2018-2028 Environmental health Asset management For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 150 of 205 Whanganui District Council Long Term Plan 2018-2028 Environmental health

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels of Customer value Customer service performance measures Performanc Initiatives to Outcomes service e level improve procedure levels of Performance measure Baseline55 Year 1 Year 2 Year 3 Years 4-10 service Target Target Target Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Community Premises are Health and The percentage of food56 and 100% 100% 100% 100% 100% Property & Preparation of assisted to improve safety other premises57 to be Rating an inspection hygiene standards verified within required database schedule and minimise risks statutory timeframes report to customers Where premises do not meet 100% 100% 100% 100% 100% Property & Preparation of minimum standards, a Rating correction corrective plan is put in place database plans and to help them within 10 report schedules working days

The percentage of Alcohol New 100% 100% 100% 100% Property & Improve Licensing applications Rating internal processed within 20 working database processes and days report adherence to the Customer Care Strategy

55 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’. 56 Food businesses registered and audited in accordance with the Food Act 2014, as either Food Control Plans or National Programmes. For National Programmes registration take place every 2 years and verification depends on the level/risk. The levels of national programmes determine the verification frequency : Level 1 (includes food businesses that extract or pack honey and coffee carts) is verifier in the first year then not unless a complaint is received; Level 2 (includes food businesses that make bread, frozen fruit and vegetables) to be verified every 3 years; and Level 3 (food businesses that handle food for retail, includes scoop ice cream and reheating manufactured prepared food, and manufactures of oils) to be verified every 2 years. 57 Other health premises include Hair Salons, Camping Grounds, Offensive Trades, and Funeral Directors. Page 151 of 205 Whanganui District Council Long Term Plan 2018-2028 Environmental health

Community Customer levels of Customer value Customer service performance measures Performanc Initiatives to Outcomes service e level improve procedure levels of Performance measure Baseline55 Year 1 Year 2 Year 3 Years 4-10 service Target Target Target Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Nuisances are Responsiveness The percentage of excessive 92% 92% 92% 93% 95% Property & Continuous managed or noise complaints investigated Rating improvement eliminated so that within 30 minutes database of noise our community is a report procedures; better place to live review of after-hours contract; weekly team discussions to review develop new strategies. Exceptional Quality The percentage of customers 100% 90% 90% 90% 90% Internally Review of customer service is satisfied with the delivered customer delivered environmental health services survey of feedback and delivered environmen refinement of tal health practices customers accordingly; from the adherence to previous 12 the Customer months Care Strategy

Page 152 of 205 Whanganui District Council Long Term Plan 2018-2028 Parking services Key issues What we do Parking services works under the Parking Management Plan and aligns with Key issues Strategies to address key the Urban Transportation Strategy. This activity ensures traffic connectivity issues within the CBD. Changing legislative requirements. Monitor and lobby central government. Why we do it Potential and actual decreases in Ensure robust information on this There is a community expectation that we will ensure regulatory parking revenue resulting in a issue is available, so that informed compliance in order to maintain a safe and healthy community and to higher rates requirement for other decisions are made. ensure environmental standards are met and nuisances are minimised. activities, such as roading. Opening of seventy privately We will monitor the impact of this Parking Services works under a variety of Acts, regulations and rules and owned car parks in the Farmers and report back as needed. although we occasionally assist with stationary vehicle issues outside the Complex off Maria Place in the CBD, our primary responsibility is within the CBD. Central Business District. Relocation of businesses due to We will monitor this and ensure Our main purpose is to keep traffic flowing in the CBD so spaces are earthquake prone building that robust information on this available for the general public. This contributes to the economic assessments. This is changing the issue is available so that informed development of our businesses and, as we are usually the first Council face of Victoria Avenue. decisions are made. representatives many people come into contact with, we also proudly Creating a vibrant riverfront with Working in accordance with key undertake an ambassadorial role for our district. better connections to the CBD. strategies such as the Urban Transportation Strategy, The delivery of this activity aligns with our overarching vision, mission and Riverfront Development Plan and strategy to make position our district as Leading Edge. Parking Management Plan.

Community Outcomes

Community Outcomes How the activity

contributes

Community Areas are patrolled on a regular basis and officers provide education to motorists.

Page 153 of 205 Whanganui District Council Long Term Plan 2018-2028 Parking services Potential significant negative effects Community Outcomes How the activity contributes Significant negative effect Mitigation of negative Environment The Parking Management Plan links effects with the Riverfront Development Difficulty meeting the Monitoring the effectiveness of Plan. community’s expectations due to the Parking Management Plan. Economy Parking officers ensure a fair legislative requirements of the distribution of parking in a parking activity. controlled and safe manner in the Perception of parking services Education and communication. Central Business District. Parking imposing unreasonable rules on officers also ensure that parking is people and businesses or not controlled and safe outside the imposing enough rules on people Central Business District. and businesses.

Goal and principal objectives Assumptions  The CBD remains within the current area and businesses do not Goal continue expanding outside this area with new builds because of To maintain a safe and healthy community, ensure all infringements are earthquake prone buildings. issued accurately and consistently and that our processes are transparent.  Current legislation requirements apply and signalled legislative changes are not taken into account. Principal objectives  Free private car parks do not increase in number affecting the  To contribute to connectivity and the CBD economy through current revenue take. managing parking.  To ensure that vehicles on our roads meet the road licensing and Asset management warrant rules. For detailed asset management information including risks, maintenance,  To ensure the availability of mobility car parks to rightful permit operating issues and future demand please see our Asset Management holders. Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001.

Page 154 of 205 Whanganui District Council Long Term Plan 2018-2028 Parking services Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 155 of 205 Whanganui District Council Long Term Plan 2018-2028 Parking services

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels of Customer Customer service performance measures Performance Initiatives to Outcomes service value level improve levels of procedure service Performance measure Baseline Year 1 Year 2 Year 3 Years 4-10 58 Target Target Target Target (2015-2016) (2016-2017) (2017-2018) (2018-2025)

Economy, There is fair and Fairness The percentage of time that 95% 98% 98% 98% 98% Staff Addition of casual Environment equitable access to parking officers are present attendance staff members parking Monday to Saturday records (excluding public holidays)

Parking is well Quality The percentage of the 61% 80% 80% 80% 80% Independent Adhere to parking connected and community satisfied with Community management plan convenient to meet the availability of on-street Views Survey the needs of parking retailers, shoppers

and visitors

Community The CBD is patrolled Safety Percentage of registration 2360% Increase Increase Increase Decreasing Property & Greater education for unregistered and and warrant of fitness from the from the from the trend Rating of the general unwarranted cars infringements waived due previous previous previous database public and Council and infringement to compliance being year year year employees on notices are issued so achieved59 compliance that we have safer requirements; vehicles in our greater liaison with central city Safer Whanganui

58 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’. 59 This is a new measure for the LTP. 60 Data based on 2016/17 performance from the property & rating database Page 156 of 205 Whanganui District Council Long Term Plan 2018-2028 Resource management What we do The fundamental purpose of the Resource Management Act is to promote The Resource Management team provides the following services: the sustainable management of natural and physical resources.  Advice to customers (internal and external) on matters concerning ‘Sustainable management’ means managing the use, development and the Resource Management Act 1991 (RMA), the Whanganui protection of natural and physical resources in a way, or at a rate, which District Plan (District Plan) and the Resource Consent process. enables people and communities to provide for their social, economic and  Processing of resource consent (Land Use and Subdivision) cultural wellbeing and for their health and safety. applications meeting the statutory requirements of the RMA, the subdivision code of practice and the District Plan. The delivery of this activity aligns with our overarching vision, mission and  Undertakes street naming and numbering. strategy to position our district as Leading Edge.  Processes other planning applications including existing use right Key issues certificates, certificates of compliance, and Outline Plan approvals meeting the statutory requirements of the RMA and the District Plan. Key issues Strategies to address key  Monitors resource consents approved subject to conditions, issues ensuring that all consented activities are operating in compliance Changes in national direction and Monitor and lobby central with resource consents and the District Plan. legislative requirements e.g. government.  Investigates complaints of breaches to the District Plan, and any National Planning Standards, new complaints regarding activities that may have an adverse effect on National Policy Statements. Be proactive in understanding and the environment. giving effect to legislative and  Undertakes, and oversees all enforcement proceedings under the procedural change. RMA. Provide customers with clear Why we do it information on legislative changes. Resource Management consenting activity and decisions give practical Monitoring development of best effect to the policies and rules in the District Plan as required by the RMA. Increased national focus on practice guidelines. compliance, monitoring and Taking a collaborative approach to District Plans are one of the most important aspects of the Resource enforcement under the RMA 1991 enforcement and monitoring with Management Act 1991 which is New Zealand’s main piece of the Regulatory Compliance team. environmental legislation. This provides a framework for managing the Climate change Monitoring national guidance effects of activities on the environment. material to increase knowledge on how to adapt to increased coastal hazard risks and sea level rise.

Page 157 of 205 Whanganui District Council Long Term Plan 2018-2028 Resource management Goal and principal objectives Key issues Strategies to address key issues Goal Mana Whakahono a Rohe – an Monitoring national guidance To manage the effects of subdivision and land use activities to protect enabler of Maori participation material and being responsive to environmental quality and enhance the quality of life in our district. . under the RMA 1991 requests. Principal objectives Community Outcomes  To provide timely, accurate and easily understood advice to customers (internal and external) on matters concerning the RMA, Community Outcomes How the activity the District Plan and the Resource Consent Process. contributes  To ensure that resource consent applications are processed Environment Resource consents are processed accurately, meeting the statutory requirements of the RMA, the and monitored to ensure the subdivision code of practice and the District Plan. environment is managed  To ensure that the principles of the Treaty of Waitangi and the sustainably. obligations under the RMA are put into practice through appropriate consultation with Iwi. Resource management activity is  To carry out monitoring and ensure activities are operating in employed to control the effects of compliance with resource consents and the District Plan. land use and subdivision which  To provide feedback on effectiveness of the District Plan in terms could impact on the health and of managing the effects of subdivision and land use activities. safety of the community. Potential significant negative effects Ensure development adheres to Significant negative effect Mitigation of negative the Urban Design Protocol of effects which we are a signatory. Regulatory activity can impose Education and communication Economy Ensuring consenting processes compliance costs and restrict Monitoring legal compliance are business friendly and individual freedoms to promote a Monitoring user satisfaction outcomes enhance the liveability greater public good. However, it is of our built environment. not considered that these effects are significant or outweigh the benefits provided for the public good.

Page 158 of 205 Whanganui District Council Long Term Plan 2018-2028 Resource management Assumptions  Workload demands for this activity are expected to increase as a result of growth.  Current legislation requirements apply and any signalled legislative changes are not yet taken into account.  The resources will be available to meet the needs for this activity.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 159 of 205 Whanganui District Council Long Term Plan 2018-2028 Resource management

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels of Customer value Customer service performance measures Performance Initiatives to Outcomes service level improve levels procedure of service

Performance measure Baseline61 Year 1 Year 2 Year 3 Years 4-10 Target Target Target Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Economy Resource consents Responsiveness The percentage of resource 86% 100% 100% 100% 100% Property & Implementatio are processed consents (non-notified) issued Rating n of within the statutory within statutory timeframes database ‘Continuous timeframes Improvement’ initiatives (for example by ensuring that we have the right resources to complete core activities such as processing); Greater resourcing of services in- house

61 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’. Page 160 of 205 Whanganui District Council Long Term Plan 2018-2028 Resource management

Community Customer levels of Customer value Customer service performance measures Performance Initiatives to Outcomes service level improve levels procedure of service

Performance measure Baseline61 Year 1 Year 2 Year 3 Years 4-10 Target Target Target Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Resource consent Quality The percentage of customers 87% 90% 90% 90% 90% Internally Introduction services are satisfied with the resource delivered of publicly professional and management services survey of accessible meet the needs of provided resource interactive customers consent planning map customers service. from the Process previous 12 improvement months initiatives, such as streamlining report templates, reducing processing times Review and upgrade of planning webpages, providing relevant information in easy to use format

Page 161 of 205 Whanganui District Council Long Term Plan 2018-2028 Resource management

Community Customer levels of Customer value Customer service performance measures Performance Initiatives to Outcomes service level improve levels procedure of service

Performance measure Baseline61 Year 1 Year 2 Year 3 Years 4-10 Target Target Target Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Environment A sustainable Quality The percentage of resource 65%62 75% 80% 85% 100% Property & Introduction approach to consents monitored within Rating of a new resource five years of being issued database condition of management is consent – delivered in line requiring the consent holder with the goals of the to notify District Plan Council 48 hours before their consent is implemented so that monitoring can be booked in and undertaken as soon as practicable.

62 This is a new measure for the 10-Year Plan. The baseline data is from the 2014/15 year. Page 162 of 205 Whanganui District Council Long Term Plan 2018-2028 Environmental policy Key issues What we do The Environmental policy activity covers the development of the District Key issues Strategies to address key Plan and other environmental policy requirements under the Resource issues Management Act 1991 (RMA). Sustainable development within Rolling review of the District Plan. economic, environmental and Why we do it infrastructure constraints. The District Plan Team is responsible for administering and reviewing the Planning for growth Undertaking plan changes to Whanganui District Plan as well as providing general advice across the support future development Council on wider environmental policy and heritage issues. needs. Regeneration and future Implement the Town Centre District Plans are one of the most important aspects of the RMA. This is prosperity of the town. Regeneration Strategy 2017. New Zealand’s main piece of environmental legislation, providing a framework for managing the effects of activities on the environment. Castlecliff reserve Funding to support enhancement The fundamental purpose of the RMA is to promote the sustainable management/dune restoration of the reserve and dunes. management of natural and physical resources. ‘Sustainable management’ means managing the use, development and protection of natural and Promotion and protection of built Support the aims of the New physical resources in a way, or at a rate, which enables people and heritage as an economic and Zealand Pouhere Taonga Act 2014. communities to provide for their social, economic and cultural wellbeing – cultural asset. as well as for their health and safety. Maintenance of our Heritage Inventory. The delivery of this activity aligns with our overarching vision, mission and strategy to position the district as Leading Edge. Develop and implement a Heritage Grants Scheme to incentivise This activity is governed by specific rules and legislation that requires the building owners to retain heritage Council to undertake these services. assets.

Page 163 of 205 Whanganui District Council Long Term Plan 2018-2028 Environmental policy Community Outcomes Goal and principal objectives

Community Outcomes How the activity Goal contributes To manage the effects of subdivision and land use activities on the health Environment Review of the District Plan will and capability of soil, water, air and natural systems to maintain help to guide and control the environmental and lifestyle quality. effects of land use and subdivision Principal objectives which could impact on the health and wellbeing of the community..  To ensure that the District Plan meets the needs and aspirations of the communities in our district.  To ensure the district’s natural and physical resources are Development of Structure Plans managed sustainably. to enable Council to properly  To provide timely, accurate and easily understood advice to manage housing demand in customers (internal and external) on matters concerning the RMA, accordance with community and the District Plan policies and processes. aspirations.  To ensure that the principles of the Treaty of Waitangi and the obligations under the RMA are put into practice and incorporated The activity seeks to preserve into the District Plan. heritage assets through grants  To ensure that the District Plan is effective in terms of managing and advocacy on heritage issues. the effects of subdivision and land use activities. Protection for heritage buildings is sought through the District Potential significant negative effects Plan. Significant negative effect Mitigation of negative effects Urban development and growth, if Guiding future development into Economy Through a District Plan which not well managed, can have suitable areas where the benefits promotes development that negative effects on the are maximised and negative enhances the liveability of our environment, on social and effects are minimised. This is built environment. cultural wellbeing and on managed through the District Plan infrastructure. Change process.

Page 164 of 205 Whanganui District Council Long Term Plan 2018-2028 Environmental policy Heritage protection has an Offering financial incentives to associated public and private cost encourage protection e.g. waiving and can have implications on resource consent fees, heritage economic viability of grants, rates remissions. development.

Assumptions  Workload demands for this activity will be similar as the district plan review continues  Current legislation requirements continue to apply.  No budget allowed for District Plan appeals to the Environment Court.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Page 165 of 205 Whanganui District Council Long Term Plan 2018-2028

Airport Key issues What we do The airport provides aerodrome services, namely landing, take off and Key issues Strategies to address key ground handling facilities for scheduled airline services to Auckland. The issues airport also provides alternative landing facilities for scheduled services The Crown, as the 50% Joint Engage with Ministry of Transport when airports in the lower North Island are closed by adverse weather. Venture (JV) Partner has indicated to determine any future policy Whanganui Airport is home to the New Zealand International Commercial that they are reviewing their shifts and plan accordingly. Pilot Academy (NZICPA) which is owned by the Whanganui District Council position with JV Airports. This may Holdings Ltd (WDCHL). In addition aerodrome services are provided for have capital cost implications for locally based commercial, aero medical, agricultural, training (including the future. RNZAF aircraft) and recreation aviation as well as providing services to the Growing aeronautical and non- Continue to explore options in wider NZ commercial and general aviation sector. Commercial leases are aeronautical commercial activities respect to business models to also provided for a limited number of non-aeronautical commercial is the best means of securing the create business development activities. aerodrome into the future but the opportunities at the airport. Why we do it current business model restricts those opportunities. The Airport plays an important role within our district’s economy and is an Increasing security requirements Continue to lobby to limit the essential component of the regional and national aviation transport under Part 139 of the Civil Aviation imposition of increased passenger infrastructure. It is also a key element for the growth, development and Regulations. security at small regional airports. expansion of business and industry in the greater region through the provision of -

 Direct scheduled air links with Auckland  Indirect air links with all of New Zealand’s regional and sub- regional airports  Agricultural aviation  Non-scheduled commercial aviation  Flight Training  Regional emergency response and support facilities for routine and emergency aero medical evacuations (National medical policy) and Civil Defence support

Page 166 of 205 Whanganui District Council Long Term Plan 2018-2028

Airport Community Outcomes Community Outcomes How the activity contributes Community Outcomes How the activity contributes Improved standard of services and Community Continuing to work with Airways infrastructure. New Zealand to ensure the safety of the airport through the Provision of passenger terminal provision of industry standard facilities and café services. navigation and approach services. Goal and principal objectives The airport enables the air ambulance service to be based in Goal Whanganui. To operate Whanganui Airport as a cost-neutral, industry-standard, Connectivity The Airport provides direct aviation facility for the benefit of the district. connections to Auckland and onwards, through these Principal objectives connections, to both the rest of  To provide a safe airport. New Zealand and the world.  To maintain and improve the assets of the Whanganui Airport in order to present and operate it as a modern and efficient facility Working as a joint venture with the and enterprise. Crown to maintain our district’s  To maximise commercial opportunities to achieve financial connectedness through the air independence (operational and capital). network.  To encourage aviation and other service industries and Economy The Airport’s role goes beyond associated enterprises. aviation connections and forms a  To ensure businesses and individuals with interests at the airport key component of the medical have confidence in airport operations and management. services locally, the development of the rural sector through the Potential significant negative effects provision of agricultural aviation services, training through the Significant negative effect Mitigation of negative effects provision of pilot training and Noise from greater after hour’s Noise Overlay Zone – this plan recreation through the provision aircraft movement. change is now fully operative. of services to recreational aviation.

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Airport Assumptions Plans. These are available on our website (www.Whanganui.govt.nz) or by  Air Chatham’s will continue to operate daily passenger flights to contacting Council on 349 0001. Auckland.  Crown remains in Joint Venture ownership and cooperates to its The airport maintains a comprehensive Emergency Plan which is reviewed full obligations under the agreement. by a yearly desk-top exercise and evaluated by a live exercise in alternate years. These exercises involve emergency services, Civil Defence staff and  All costs shown in this plan, including capital acquisitions, are only airport operators. 50% of the total cost of operating the airport. The other 50% will be paid by the Crown as Joint Venture partner. Funding the annual net cost – who pays?  The airport will charge landing, terminal and carpark fees and rental property buildings will be leased at market rates. See the Funding Impact Statement in Volume 1 of the Long Term Plan 2018- 2028. Asset management For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management

Page 168 of 205 Whanganui District Council Long Term Plan 2018-2028

Airport

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Customer levels Customer Customer service performance measures Performance Initiatives to improve Outcomes of service value level levels of service procedure Performance measure Baseline Year 1 Year 2 Year 3 Years 4-10 63 Target Target Target Target (2018-2019) (2019-2020) (2020-2021) (2021-2028)

Community The airport is safe Safety The airport will be safe 100% 100% 100% 100% 100% CAA Audit Development and and maintenance as demonstrated by Report and implementation of is carried out to a receipt of CAA Part 139 airport safety management high standard Certification (assessing certification system; maintenance runway maintenance, of emergency security, safety, and management emergency and committee; delivery management systems of safety exercises and procedures)

Connectivity The airport is cost Efficiency The overall income from No Yes Yes Yes Yes Financial Completion of a neutral, increases commercial activities report Commercial its overall income meets the Airport’s Development Plan; and provides a operational and capital implementation of commercial requirements resulting Airport Development return on its in a reduction in funding Plan; clarification of activities required from the joint venture issues Whanganui Airport Joint Venture (WAJV).

63 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

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Airport

The terminal and Quality The percentage of users 81% 81% 84% 87% 90% Targeted Continued operation passenger satisfied with the Airport Users of café; delivery of services are terminal facilities and survey ongoing maintenance attractive and other passenger and cleaning functional – services programmes; regular providing a liaison with significant welcoming users; delivery of a gateway to and marketing from Whanganui programme; provision of staff training; implementation of Customer Care Strategy

Page 170 of 205 Whanganui District Council Long Term Plan 2018-2028 Whanganui Port & River We have worked with Horizons for it to take over the lower river control What we do structures as it is mandated to undertake erosion control and has staff who We manage a commercial port for shallow draft coastal freight vessels, are experts in river management. We propose to meet 25% of the cost for commercial vessels and pleasure boats. The Port and associated river ten years in recognition of the importance of keeping the river in its present control structures offers a safe, navigable river bar harbour and also alignment in order to protect our assets, private property and business and confines the coastal portion of the Whanganui River to its existing recreational marine activities. alignment. In addition, this activity aligns with our overarching vision, mission and Whanganui District Council Holdings Limited (Holdings) manages the port strategy to position our district as Leading Edge. business on behalf of the Council. Key issues The port is not usually funded from rates as the objective is for operating shortfalls to be met by the revenue generated from the Harbour Key issues Strategies to address key Endowment Portfolio. issues Large amount of deferred Prioritise in accordance with Council and Horizons have reached agreement, subject to LTP processes, maintenance of Port proposed Port Business Plan. for Horizons to take over ownership of the lower river control structures Infrastructure. with Council meeting 25% of the costs for the next 10 years. Lower river Low demand for coastal shipping, Form industry relationships to control structures are training walls, groins, moles etc, downstream of the although there are feasibility realise opportunities. Cobham Bridge and do not include Port related structures. Additionally, studies in their early investigation Provide information and other any activities on the river control structures, for example fishing platforms stages involving potential large assistance as appropriate to or pathways, are our responsibility. scale private initiatives. business initiatives. Exposure to natural west coast Replacement facilities to make Why we do it elements. best use of natural depths and In 1988 the then Harbour Board (which was rating the district to cover seek relationships with operators operating losses) was disbanded and by legislation the port assets and the with appropriate vessels. Harbour Endowment property portfolio were transferred to the Council. Seek expert advice on designing repairs or replacements to river We leased out the Port business until 2010 when we purchased it back. control and Port structures. Since then the port has been operated as an activity of Council under the Harbour Endowment’s ability to Optimising income and prioritising management of Holdings Ltd. support capital replacement at the the work. port.

Page 171 of 205 Whanganui District Council Long Term Plan 2018-2028 Whanganui Port & River

Key issues Strategies to address key Community Outcomes How the activity issues contributes Commercial future of the Port is We are preparing a Business Case Environment The Whanganui River offers a safe dependent on a Port Revitalisation for lodging with Government in harbour for shallow draft vessels Plan – this will seek relationships mid-2018 which will apply for and there is the potential to with other interested parties and money to upgrade port nurture the facility over time to assist with needed infrastructure infrastructure for commercial boat become a valued resource for building and repairs as well as users and the travelling public. providing for commercial vessels. Opportunity to significantly By stages, develop the potential The aim of the Port Business Plan enhance the facilities for for enhanced marine services for is to also identify ways to enhance recreational marine users. recreational boat owners on a user the facilities at the port to attract pays basis. the type of support services that Historically the port and lower Work with Horizons to seek are aligned with recreational Whanganui River infrastructure Government funding to accelerate boating activities. have been intertwined due to the repair work to the lower river location of the port at the mouth control structures. Work is underway or planned to of the Whanganui River. The upgrade various river and wharf lower river control structures structures to secure and enhance protect Council and private the activity into the future. property and also suffer from Economy The port and harbour are available considerable deferred to a large range of business and maintenance. recreational users. Offers potential for the sea freight, Community Outcomes service vessel and recreational operations to grow resulting in Community Outcomes How the activity increased activity, business growth contributes through related on shore activities and jobs. Connectivity Coastal vessels using the port are able to hub cargo into larger ports involved in export trade.

Page 172 of 205 Whanganui District Council Long Term Plan 2018-2028 Whanganui Port & River Goal and principal objectives Assumptions  Port activity input and Harbour Endowment net income will be Goal sufficient to maintain the port and so limiting time frames where To have a small but vibrant, safe and tidy port serving shallow draft ratepayer input will be required. business and pleasure vessels, while keeping the business opportunity alive  for growth and new initiatives. Horizons will take over the ownership and management of the lower Whanganui River, excluding the port and associated Principal objectives infrastructure.  To optimise net income from the Harbour Endowment for port  Development of any future potential commercial trade will be maintenance and capital replacements. challenging in the short to medium term but there is potential for  To identify and, if beneficial, enter into a commercial growth long term. relationships with private sector interests to expand the potential  Without the Port Revitalisation Program being approved and so growth of the port. attracting Government and Council Funding, growth in freight  To provide a safe and structurally sound facility. and service vessels is not expected in the near future, there is a  To operate the port, where possible, without the need for growing focus on the potential of recreational marine ratepayer financial input, except if there is a justifiable need. opportunities.  To put a strong Business Case to Government and Council to seek Asset management substantial staged funding under the Port Revitalisation Programme. For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management  To provide a 25% cost share and support Horizons repair the Plans. These are available on our website (www.whanganui.govt.nz). deferred maintenance on the lower river control structures.  In conjunction with Horizons, submit a business case to Funding the annual net cost – who pays? Government seeking financial support to repair the lower river Please see the Funding Impact Statement in Volume 1 of the Long Term control structures. Plan 2018-2028.

Potential significant negative effects There are no significant negative effects associated with this activity.

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Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Community Outcomes Customer levels of Customer value Customer service performance measures Performance Initiatives to service level procedure improve levels of service

Performance measure Baseline64 Year 1 Target Year 2 Target Year 3 Target Years 4-10 (2018-2019) (2019-2020) (2020-2021) Target (2021-2028)

Connectivity, The port is safe and Effectiveness The number of commercial 20 25 25 25 25 Port We will Economy, well utilised vessel visits per year company continue to Environment records investigate future opportunities to establish a joint venture company with Iwi. This will include development of a business plan. Community The port is a safe Health and The number of workplace New <55 <55 <55 <55 Accident and healthy safety accidents and injury workplace. register and ACC report

64 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

Page 174 of 205 Whanganui District Council Long Term Plan 2018-2028 Durie Hill elevator What we do Community Outcomes The Durie Hill elevator provides vertical access for pedestrians and cyclists Community Outcomes How the activity (locals, particularly school children, and tourists) linking the CBD to the contributes suburb of Durie Hill and a city look out area. Community The elevator allows a safe access Why we do it option to Durie Hill by keeping The Durie Hill elevator activity supports the preservation of an historic and pedestrian traffic off busy Portal rare facility that adds to the district tourist experience; however it is Street. primarily used as a mode of public transport by the residents of and visitors Connectivity Efficient movement of people and to the suburb of Durie Hill. goods. Environment Through provision of an historic Through the review of our vision the community talked about the and rare facility for the enjoyment importance of connectivity throughout our district. The Durie Hill elevator of both locals and visitors. provides a transportation network in which people can move easily and safely. Goals and principal objectives

Key issues Goal To operate the historic Durie Hill elevator in a safe, effective and Key issues Strategies to address key sustainable manner. issues Elevator is becoming more difficult Maintain at current standards and Principal objectives to maintain due to its age. undertake regular cost-benefit  To preserve the Durie Hill elevator’s heritage value and analyses. contribution to the district’s public transport network. Increased costs of maintenance as Proactively manage maintenance  To maintain the Durie Hill elevator in a manner that ensures it facility dates. requirements. meets compliance requirements. The elevator’s centenary is Construction on the elevator  To ensure funding for the elevator recognises the public/private approaching. commenced in 1916 and it opened benefits for the elevator through both rates and user fees. in 1919. We are planning a  To maintain New Zealand Transport Agency public transport centenary celebration. subsidy to assist with running the elevator. Replacement of elevator cable This is included as a replacement item within the Asset Potential significant negative effects Management Plan. There are no potential significant negative effects from this activity.

Page 175 of 205 Whanganui District Council Long Term Plan 2018-2028 Durie Hill elevator Assumptions  Remains an outsourced activity.  Regulatory requirements are not increased.  Continue to receive a public transport subsidy.

Asset management For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001. Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

Opening hours Durie Hill elevator 52 weeks of the year  Weekdays: 8.00am to 6.00pm  Saturdays, Sundays and Public Holidays: 10.00am to 5.00pm  Closed Christmas Day

Page 176 of 205 Whanganui District Council Long Term Plan 2018-2028 Durie Hill elevator Service levels, performance measures and targets The Council will continue to monitor and report its actual performance against the following measures:

Customer Service Performance Measures Initiatives Performanc Community Customer Levels of to improve Customer Value Year 1 Year 2 Year 3 e Level Outcomes Service Years 4-10 levels of Target Target Target Procedure Performance Measure Baseline65 Target service (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Connectivity / The Durie Hill Quality The percentage of users 97% 90% 90% 90% 90% Internally Working Community / elevator is a satisfied with the Durie Hill delivered with Environment convenient form of elevator survey of Whanganui public transport for Durie Hill & Partners

locals elevator to promote customers our vintage transport options and continuing to investigate further service efficiencies.

65The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the 10-Year Plan from a beginning point or ‘baseline’.

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Investments Whanganui District Council Holdings Limited (WDCHL) was established in The scope 2002 to hold the shares in Whanganui Gas Limited. In 2007, Whanganui The portfolio of investments provides income to support the work of Gas Limited was split into GasNet Limited (network infrastructure) and Council. Energy Direct New Zealand Limited (EDNZ, the retail trading arm. The name of the Company was changed to Whanganui Gas (No 1) Limited on 1 July 2013). The assets of the latter company were sold to TrustPower What we do Limited on 30 June 2013. Our Investments activity has five major components:  Whanganui District Council Holdings Limited which owns 100% of Our forestry investment dates back to the early 1970s, when the then the shares in GasNet Limited and New Zealand International united council made a decision to invest in forestry. This was based on the Commercial Pilot Academy Limited availability of favourable government loans and as well as being an  Whanganui District Council’s Forestry Joint Committee (one of investment, showed that forestry was a viable option for the region. This is our forecasting assumptions is that the forestry will be sold and a joint investment, with South Taranaki District Council and Ruapehu this Joint Committee will no longer be required) District Council owning minor shares. A significant portion of the portfolio  Harbour Endowment property portfolio is currently subject to a conditional sale and purchase contract. Should the  City Endowment property portfolio sale proceed, the management of the balance of the Forestry portfolio not  Quarry sold is likely to transfer to the Council Property Group.

The Board of Directors of Whanganui District Council Holdings Limited is Our Harbour Endowment property portfolio is the result of a Crown land tasked with monitoring the performance of the investments. Council are in grant in the 1880s. The fund is required to be used for the maintenance the process of reviewing the responsibilities of Whanganui District Council and development of the Sea port and associated river works. Historically, Holdings Limited, and consideration is being given to reallocating the in practice this is used to subsidise a port operation which would otherwise responsibility of Forestry, Harbour Endowment, City Endowment and have been a cost to the ratepayer. Quarry portfolios to the Council Property Group. Our City Endowment property portfolio is the result of a Crown land grant Why we do it in the 1880s. The fund is required to be used for the benefit of the people of the district. In practise this takes two forms: The Investments activity intends to enhance the development of our 1. Property for parks district and provide an acceptable financial return to the community.

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Investments 2. Property that returns a rental to reduce the level of rates required by Key issues Council. Key issues Strategies to address key The Council Property Group have completed a Property Portfolio issues Investment Strategy that is due to go out for consultation during the Lack of geographical diversity Using a combination of disposals second half of 2017. The Council Property Group will manage the property within the investment property and acquisitions, consider the investments in accordance with this Strategy which provides guidance on portfolio. purchase of properties located the following: outside the district, over the

medium term.  The mix of investments in the portfolio. Global financial crisis – potential Prudent management and good  The risk of investments in the portfolio. vacancies causing loss of income. landlord/tenant relationships.  The management of individual investments in the portfolio.

 The overall strategy for investments in the portfolio. Proposed sale of joint venture Whanganui District Council holds a  Identifying opportunities to enhance investments and returns. forestry. 95.09% share in a 1100ha joint  Identifying potential new investments that meet our investment venture commercial forestry objectives. portfolio in conjunction with South  Identify opportunities to sell investments that no longer meet our Taranaki and Ruapehu District investment objectives Councils. Following community  Identifying appropriate structures that may enhance focus and consultation Council has entered management of particular investments. into a conditional sale and purchase agreement for the joint Our quarry investment at Waitahinga has shown good reserves of quality venture forestry, excluding shellrock. The quarry is currently closed whilst Council consider the H&S Nukumaru and Waitahinga. The implications of operating a working Quarry. proceeds will be used to repay debt. The delivery of the Investment activity aligns with our overarching vision, The two Endowment portfolios Undertake a desktop exercise to mission and strategy to position our district as Leading Edge. currently contain a mixture of separate the portfolio into properties used for investment “investments” and “community and community purposes. The use buildings”, with an expectation of

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Investments

Key issues Strategies to address key Community Outcomes How the activity issues contributes for community purposes runs return only associated with the investments to enable contra to the purpose of an “investment” properties. development of projects and endowment, which is a gift of an reduce reliance on rating as a income stream. source of funding for debt Maximising income from the two Actively manage the portfolio to repayment. Endowment property portfolios, increase revenue and in over the life of this plan. accordance with the Property Contributing to making rates Portfolio Investment Strategy. For affordable across the various example selling underperforming communities in the district. properties and making higher performing investments. We will Employment retained in the maximise rental growth at rent district offers a social benefit from review negotiations, while our investments portfolio. protecting continuity of the income stream. Providing a range of diverse The financial performance of Active monitoring of the company. investments and community- Whanganui Gas Limited due to based properties within the City adverse market trading Endowment portfolio that are “in conditions. aid of city funds”.

Community Outcomes Goal and principal objectives

Community Outcomes How the activity Goal contributes To provide revenue that supplements rates and supports our community objectives – apart from Harbour Endowment which is to support the Sea Economy Providing a reliable and acceptable financial return on our

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Investments port activity. Generally, investment income will firstly be used to retire the  To provide a financial return to assist in reducing the burden on Council’s group debt. rates.  To provide opportunities for carbon offset. Principal objectives  To make environmentally and economically sustainable use of Whanganui District Council aims to improve the long term value and erosion prone land. financial return that we receive from our investment portfolios. Harbour Endowment The Whanganui District Council Holdings Limited annual statement of  To generate investment income to support the maintenance and intent outlines what the company will be doing in the next three years to development of the Sea port and associated infrastructure. meet its objectives. Specific objectives are as follows: City Endowment Whanganui District Council Holdings Limited  To generate revenue from investment properties, which can be  Council invests to obtain a financial return to reduce the reliance used for the benefit of the community and to offset rates. on and impact of rates for repaying debt.  Council invests in activities that it believes have a positive impact Quarry on the economic, environmental and social wellbeing of the  To provide safe working environment and a net revenue stream community. from the quarry, which can be used to offset rates.  Council invests to make reasonable market based returns.  Council invests to protect capital funds as much as possible. Potential significant negative effects  Council invests to optimise use of cash not immediately required. Significant negative effect Mitigation of negative  Council invests to meet the obligations imposed by legislation or effects trusts and bequests. Effect of present and future We are examining options for forestry harvest on rural roads. mitigating the effect of forestry Whanganui Gas Limited harvest on the rural roads budget.  Protect provision of an infrastructure investment. Over an extended period of 10 This risk can be managed by  Dividend maximisation. years or more, growth in our investing outside the district. This  Enhancement of value and moderate growth in investment. investment portfolios has the strategy also has the positive potential to distort the local effect of ‘importing’ external Forestry market if it holds too large a income into our accounts.

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Investments Significant negative effect Mitigation of negative effects percentage of any property class within the district.

Assumptions  We will take opportunities, as they arise, to actively trade underperforming assets for better investments.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

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Investments

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

managed to Council Holdings Council $200k loan $200k loan $200k $200k loan enhance Limited Dividend Holdings repayment repayment loan repayment development, $2,330,000 Limited repaymen build prosperity, Annual Report t provide a

66 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’.

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Investments

Customer Service Performance Measures Customer Performance Initiatives to Community Customer Levels of Year 3 Level improve levels of Outcomes Value Year 1 Year 2 Years 4-10 Service Target Procedure service Performance Measure Baseline66 Target Target Target (2020- (2018-2019) (2019-2020) (2021-2028) 2021) financial return Effectiveness The forecast net income 8% 6.5% 6.5% 6.5% 6.5% Council’s Active management and repay debt from Council’s Harbour activity of the portfolio to as required Endowment property financial increase revenue, for portfolio67 reports example selling underperforming properties and making higher performing investments; maximising rental growth at rent review negotiations, while protecting continuity of the income stream. Effectiveness The forecast net income 8% 6.5% 6.5% 6.5% 6.5% Council’s Active management from Council’s City activity of the portfolio Endowment property financial portfolio68 reports

67 Returns cover investment properties only and exclude Council overheads. 68 Returns cover investment properties only and exclude Council overheads.

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Governance In undertaking its role Council must consider the diverse range of What we do ‘communities of interest’ within the District as it plans and responds to Through the Local Government Act 2002, Council’s underlying purpose is issues. Council will continue to maintain and build relationships with to enable democratic local decision-making and action by and on behalf of residents and other stakeholders with an interest in the community. The our community and to meet the current and future needs of our Council provides stewardship over community resources and provides community for good-quality local infrastructure, local public services and facilities and services required by residents where there is no other performance of regulatory functions in a way that is most cost-effective for adequate provider. households and businesses. “Good-quality” means that these services and functions are efficient, effective and appropriate to present and Council has established a committee structure. The purpose of these anticipated future circumstances. committees are as follows:

Governance is delivered by the Mayor (elected at large) and twelve The Strategy and Finance Committee develop and recommend strategies, Councillors (elected at large) with support from staff. plans and policies to the Council that advance the Council’s vision and goals, and comply with the purpose of the Local Government Act. They also The Whanganui district’s rural community is represented by the Wanganui develop and recommend bylaws to Council and approve draft strategies, Rural Community Board consisting of seven elected members from three plans, policies and bylaws for consultation. subdivisions: Kaitoke; Whanganui; and Kai-Iwi, and two Councillors appointed by the Council. There are also two youth councillors appointed The Property and Community Services Committee monitor properties by the Youth Committee although they have no voting rights. The Board owned by the Council or any endowment properties. They discuss and makes recommendations to the Council on policy and services. make recommendations to Council on cultural facilities, activity and events, parks, sporting and recreational activities and facilities. They also Council governance is about maintaining the broad view. It involves: monitor progress and implementation of key strategic projects.  setting direction and policy;  making significant decisions; The Infrastructure Committee discuss and make recommendations to  testing and challenging advice to ensure that it is sound; Council on water supply, stormwater and wastewater matters, roading and  monitoring the work of management to ensure that what is being footpaths, waterways and natural drainage and Emergency Management. done will achieve the local authority's objectives;  monitoring risks; and Audit and Risk Committee The objectives of the Audit and Risk Committee are to assist the Council to  safeguarding the overall quality of the relationship between the discharge its responsibilities for: local authority and its community. a) The robustness of the internal control framework and financial management practices;

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Governance b) The integrity and appropriateness of internal and external reporting and accountability arrangements; The Whanganui District Council’s Youth Committee was formed in March c) The robustness of risk management systems, processes and 2006 as a mechanism to integrate an understanding of the needs of all practices; young people into relevant Council decisions and projects. Eighteen young d) Compliance with applicable laws, regulations, standards and people, between the ages of 12 and 24 years, are appointed to advocate best practice guidelines; and for youth on all issues, on behalf of all youth in the District. e) The establishment and maintenance of controls to safeguard the Council’s financial and non-financial assets. As part of Council’s formal relationship with Te Runanga O Tupoho and Te Runanga O Tamaūpoko, regular meetings of the Tupoho Working Party and In fulfilling their role on the Audit and Risk Committee, members shall be the Tamaūpoko Link are held. impartial and independent at all times. Representative community governance is provided by the Wanganui Rural Chief Executive Review Committee Community Board (the Board). The role of the Board is to: Monitor the performance of the Chief Executive, including  Represent and act as an advocate for the interests of the rural  Reviewing the performance of the Chief Executive against community. performance measures outlined in the employment contract;  Consider and report on any matter referred to it by Council and  Recommend to Council all matters relating to the any issues of interest to the Board. employment of the Chief Executive and the Chief Executive’s  Make an annual submission to Council for expenditure within the employment agreement. community. Recommending to Council yearly salary adjustments.  Maintain an overview of services provided by Council to the rural community.  Determine temporary rural road closure applications as An Audit and Risk Committee monitors the governance performance and delegated. accountability of the Council. It examines the Council’s policies, processes,  Communicate with community organisations in the rural area. systems and controls, and supports the Council’s philosophy of continuous  Undertake any other responsibilities delegated to it by Council. improvement. The Audit and Risk Committee ensures scrutiny, efficient use of resources, increased focus on internal assurances and A key role of the Governance Service Staff is to support the governance accountability. This committee comprises elected members as well as two meeting structure, providing meeting agendas and minutes to ensure independent appointments. effective open and transparent decision-making.

The Statutory Management Committee is set up to undertake Council’s The Council is also responsible for employing the Chief Executive whose statutory hearings role. role includes implementing and managing the Council’s policies and

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Governance objectives within the budgetary constraints established by the Council. The Key issues Strategies to address key Chief Executive is the employer of staff and has a number of other issues responsibilities pursuant to section 42 of the Local Government Act 2002. Understanding the community’s Long-term planning; effective Why we do it needs to ensure the Council is community engagement; activity sustainable and services are cost- and service reviews; reviewing the The Mayor and councillors are elected to represent their community to set effective. cost effectiveness of the current local policies, make regulatory decisions and review council performance. method of delivering services. The Governance service supports the Council in carrying out its functions Delivering a representation review Every three years councils are in accordance with the requirements of the Local Government Act 2002. to meet the needs of this district. required to consider the electoral Representation arrangements system that is best suited to its community. Whanganui will The Council is required to review its representation arrangements at least deliver its representation review in once every six years following the procedure set out in the Electoral Act 2018/19. 2001. Everyone has the right to appeal any decisions on representation To grow elected members’ use of Providing all elected members arrangements to the Local Government Commission. The Commission will technology and digital information with i-Pads or similar devices and make a binding decision on appeal. to manage the meeting process. using meeting management and document distribution software. Key issues Providing local representation. Local government elections will be Key issues Strategies to address key held in October 2019. We will issues ensure that all statutory Ensuring the community remains Enhancing relationships and requirements are met and will look united in achieving our Leading working in partnership with Iwi. to make improvements where Edge vision. feasible (e.g. through the use of Listening to the views of technology and encouraging communities. greater voter turnout alongside Providing effective governance to Ensuring elected members have LGNZ). ensure the future wellbeing of the access to adequate training and community. information to enable them to understand their role and to make good decisions.

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Governance Community Outcomes Goal and principal objectives Community Outcomes How the activity Goal contributes To enable democratic local decision-making and action by and on behalf of Community Facilitating and leading the the community and to meet the current and future needs of our development of the community community for good-quality local infrastructure, local public services and vision. performance of regulatory functions in a way that is most cost-effective for households and businesses. Effectively engaging with the community to ensure Council Principal objectives business is conducted in an open,  To ensure that the role of democratic governance of the transparent and democratically community, and the expected conduct of elected members, is accountable manner. clear and understood.

 To ensure that governance structures and processes are effective, Being aware of, and having regard open and transparent. to, community views.  To ensure that Council’s processes for decision-making are free Considering the impact of from conflicts of interest and are in keeping with statutory decisions on the various responsibilities. communities of interest and  To ensure that Council is a good employer. providing Māori opportunities to  To ensure the relationship between elected members and contribute to the decision-making management of the local authority is effective and understood. process. Potential significant negative effects Setting policy to enable Council’s There are no significant negative effects from this activity. management and staff to effectively undertake their roles. Assumptions  Representation reviews may change the governance structure of Monitoring activity and risks. Council.  No by-elections planned for.

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Governance Asset management For detailed asset management information including risks, maintenance, operating issues and future demand please see our Asset Management Plans. These are available on our website (www.whanganui.govt.nz) or by contacting Council on 349 0001.

Funding the annual net cost – who pays? Please see the Funding Impact Statement in Volume 1 of the Long Term Plan 2018-2028.

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Governance Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Customer Service Performance Measures Performanc Initiatives to Community Customer Levels of Customer Value Year 1 Year 2 Year 3 e Level improve levels Outcomes Service Years 4-10 Target Target Target Procedure of service Performance Measure Baseline69 Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) Community Community Responsiveness The percentage of people who 47% 50 60% 70% 80% Independen Ongoing involvement in consider that Council has t communication Council activities responded well or very well to Community strategies, and decision- community needs and issues Views other planned making processes is Survey communication fostered and the s and events Council is (e.g. market responsive to the stalls) and needs and issues of increased use of our community online consultation tools.

69 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

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Governance

Customer Service Performance Measures Performanc Initiatives to Community Customer Levels of Customer Value Year 1 Year 2 Year 3 e Level improve levels Outcomes Service Years 4-10 Target Target Target Procedure of service Performance Measure Baseline69 Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) The views of the Quality The percentage of people who 46% 50% 60% 70% 80% Independen Councillors are community are rate the performance of the t contactable and successfully Mayor and Councillors as Community available to the represented by the good or very good Views community, Mayor and Survey governance councillors support is provided and professional development programmes in place. Consultation is undertaken on key issues, media releases are regularly published and a weekly ‘Community Link’ page is provided in the newspaper. A representation review will be conducted in 2018.

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Governance

Customer Service Performance Measures Performanc Initiatives to Community Customer Levels of Customer Value Year 1 Year 2 Year 3 e Level improve levels Outcomes Service Years 4-10 Target Target Target Procedure of service Performance Measure Baseline69 Target (2018- (2019- (2020- (2021-2028) 2019) 2020) 2021) The views of the Quality The percentage of rural 43% 50% 60% 70% 80% Independen Enhanced rural community are people who rate the t communication successfully performance of the Rural Community efforts; represented by the Community Board as good or Views implementation Rural Community very good Survey of the Rural Board Directions 2014-2023 strategic plan and greater advocacy through appointment to the Statutory Management Committee Meetings are held Timeliness The percentage of Council and 100% 100% 100% 100% 100% Exception Implementation and agendas are committee agendas made reporting of new online made available to available to the public two tools for the public in working days before the enhanced advance meeting efficiency and adherence to legislative requirements

Page 192 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management

What we do The responsibilities and core business of the Council’s organisation are The Corporate management group provides strategy and policy, financial, defined in Part 4, Section 42, subsection 2, of the Local Government Act legal, risk management, information, human resources, communications 2002. This section states that, through the Chief Executive, the and administrative services to other areas of Council and to the elected organisation is responsible to the local authority for: members. There is also an external customer related interface which (i) Implementing the decisions of the local authority. principally involves customer frontline services (reception and call centre). (ii) Providing advice to members of the local authority and to its community boards. Our strategy and policy and finance teams are responsible for the (iii) Ensuring that all responsibilities, duties and powers delegated to production of the Council’s key plans – Long-Term Plan, annual plans and him or her or to any person employed by the local authority, or annual reports. Strategy and policy also provides research, analysis, imposed or conferred by an Act, regulation, or bylaw, are engagement, consultation, policy and plan development, monitoring and properly performed and exercised. evaluation services. An in-house legal service is provided, supported by (iv) Ensuring the effective and efficient management of the activities external providers as required and risk management ensures there are of the local authority. policies, processes and practices in place to identify, analyse, treat, (v) Maintaining systems to enable the effective planning and monitor and communicate risk. Our information services team provides accurate reporting of the financial and service performance of the access to current and historical records and manages information local authority. technology and automated systems and human resources manage the (vi) Providing leadership for the staff of the local authority. employment relationship and ensure that we are a safe and healthy work (vii) Employing, on behalf of the local authority, the staff of the local environment. Finally, communications liaise with external media authority. requirements and provide communication services to the teams inside (viii) Employing, on behalf of the local authority, the staff of Council. the local authority (in accordance with any remuneration and employment policy). Why we do it (ix) Negotiating the terms of employment of the staff of the local authority (in accordance with any remuneration and employment We have a responsibility to provide support services for staff to enable policy). them to undertake their work and we also need to provide services for customers so that they can interact with us effectively. In addition, we have an obligation to provide community leadership and involve the community The corporate management activity provides the support services to in the Council’s decision-making processes. We think it is important to enable the Council to fulfil its purpose of enabling democratic local work in partnership with the community and the corporate management decision-making and action by, and on behalf of, communities; and to meet group supports the Council to ensure these outcomes can be achieved. This the current and future needs of communities for good-quality local activity helps to drive achievement of our Leading Edge Strategy. infrastructure, local public services, and performance of regulatory

Page 193 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management functions in a way that is most cost-effective for households and businesses. Key issues Strategies to address key issues ratepayers in the medium and long Key issues term. Strategy and policy Keeping up-to-date with legislative Key issues Strategies to address key issues changes and ensuring the Local Government reform Ensuring greater levels of regional compliance and relevance of our collaboration and developing strategies, policies and plans. opportunities for shared services Legal Keeping abreast of changing where there is benefit for our legislation affecting local district. We will also respond government. Yearly review of a proactively to any central sample of legislation. government changes and will Risk management Accounting for all risks and ensuring continue to advocate for the needs our culture, processes and structures of this district at a regional and are directed towards the effective national level. management of risk. Improving community Providing clear and concise Information services/telephone Ensuring technical standards are met engagement in decision-making information to the community in system while meeting business-user and processes consultation documents; using a community technology needs and variety of engagement methods expectations. including opportunities provided by Human resources Developing a positive culture and digital technology. engaged workforce. Ensure that our financial This plan is based on a Long Term Communication Ensuring stakeholders are kept up to strategy is prudent and Plan Financial Strategy. This date and well informed through sustainable. describes how we intend to finance appropriate media channels in a way our services in a way that is that enhances our district’s sustainable over the long-term. If reputation. our expenditure and funding plans Customer services Being a business-friendly Council and are not sustainable we may not have ensuring customers receive the capacity or resources to deliver excellent customer service at all affordable services to residents and times.

Page 194 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management

Key issues Strategies to address key issues Community Outcomes How the activity contributes Archives storage We are required under the Public that is well attuned to the needs of Records Act to maintain and provide our community. access to 17 classes of local authority records. Our current archive has thousands of records mainly stored Goal and principal objectives in 280m² of space in the Whanganui Regional Museum basement. Goal However, this space is too small and To deliver professional advice and services to support the achievement of we will need to find a more Council objectives and the community vision by providing a positive permanent home. The earthquake working environment that attracts quality staff. strengthening of the Museum in 2016/17 is the ideal time to look at Principal objectives this so we will be investigating our  Office of the Chief Executive: To give advice to Council and ensure options here during 2015/16 to find that Council decisions are implemented effectively. To provide the best solution. executive leadership to all Council activities. To ensure systems Insurance costs Shared services negotiations from a are in place to provide services in an effective and efficient manner group comprising 21 local and risks are minimised. authorities resulted in reduced  Finance: To provide elected members and management with insurance premiums with the same financial information including risk management that enables level of insurance cover. them to make informed decisions; and to meet Council and the group’s statutory reporting responsibilities. Community Outcomes  Strategy and policy: To effectively engage with our partners and the wider community, to provoke new thinking and facilitate Community Outcomes How the activity contributes strategic visioning and to provide effective support to Council. Community These services fulfil our purpose  Legal: To provide support to Elected Members and Council staff on statement and ensure that we can compliance with legislation and contracts and to access risks and Economy deliver on the purpose of local provide legal advice to mitigate this risk government by operating as an  Risk: To appropriately manage risk at all levels of the efficient and effective organisation organisation through a systematic and structured approach.

Page 195 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management  Information services: To ensure the development,  Changes in technology will affect the timing and implementation implementation and continuous improvement of information of the development of information systems. systems to support achievement of strategic and operational goals.  We can continue to attract and retain staff in key positions. To maintain information for the public record.  The current level of direct communication with the community  Human resources: To guide and lead the development of the staff continues. resources of Council while maintaining a safe and healthy working  There will be no unforeseen expected changes to legislation, environment in all places that Council staff operate. To act as information technology or other external factors that alter the expert advisors and partners in order to meet the requirements of nature of services we provide. being a ‘good employer’. To provide human resource strategies,  Local government remains in its current form for the life of this policies and practices that support the goals of Council while plan. enabling best practice organisational performance.  Communications: To provide services for delivering and receiving Asset management of information between the Council, its staff and the public. This For detailed asset management information including risks, maintenance, covers the activities of Council and public issues to achieve an operating issues and future demand please see our Asset Management informed community. Plans. These are available on our website (www.Whanganui.govt.nz) or by  Customer frontline services: To put the customer first. To work in contacting Council on 349 0001. an environment where all staff are committed to providing excellent customer service to both internal and external Funding the annual net cost – who pays? customers. To improve our processes and systems and ensure they Please see the Funding Impact Statement in Volume 1 of the Long Term are customer focused and driven; including through the afterhours Plan 2018-2028. service and by providing a range of ways for our customers to reach us. To make full use of existing and new technology, and Opening hours ensure we keep up with emerging technology. To be mindful of end-user requirements to enhance interactions and experience. Municipal building Potential significant negative effects The Council offices are open 8.00am to 5.00pm Monday to Friday. An after- hours phone service is available outside of core Council hours. There are no significant negative effects from this activity.

Council website Assumptions The Council website is available 24 hours a day, seven days a week.  The establishment of regional shared services will not significantly alter the provision of services in this group.

Page 196 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management

Service levels, performance measures and targets The Council will continue to monitor and report its actual performance against the following measures:

Customer Service Performance Measures Performance Customer Levels of Initiatives to improve Community Outcomes Customer Value Level Service Years 4-10 levels of service Year 1 Target Year 2 Target Year 3 Target Procedure Performance Measure Baseline70 Target (2018-2019) (2019-2020) (2020-2011) (2021-2028)

Customer services

Community / Council issues and Quality Overall satisfaction with the 92% 90% 90% 90% 90% Internally Implementation of Economy queries are resolved initial contact and service delivered a Customer Care quickly and received from the frontline survey of Strategy;

effectively and team71 frontline implementation of Council is customer customer service recognised as a service training (for all provider of customers staff); integration consistently from the of customer outstanding previous 12 service customer service months components into the performance development framework Quality The percentage of the 60% 65% 70% 75% 80% Independen As above community rating the t performance of Council staff Community as good or very good Views Survey

Human resources

70 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.

Page 197 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management

Community The Council is a safe Health and The number of workplace 44 <55 <55 <55 <55 Accident employee wellness and healthy safety accidents for Council and injury programme workplace of choice employees register and (including bone ACC report density, hearing and eye tests); provision of a comprehensive health and safety induction for all new staff; ergonomic checks; driver safety training; provision of on-site defibrillators; education on Council’s responsibilities; adherence to the Health and Safety Policy and manual.

Communications

Page 198 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management

Community / Communication is Quality The percentage of residents 49% 55% 60% 70% 80% Independen Ongoing Economy informative, who are satisfied with ease of t communication engaging, helpful access to Council information. Community efforts including

and understandable Views further development Survey of social media and digital communications and local media relations; more effective advertising and improved channels for community engagement. Quality The percentage of users who 53% 70% 75% 80% 80% Independen Improving the agree that the Council website t navigation is easy to navigate and find Community architecture, design what they are looking for Views and accessibility of Survey the Council website. Updating and improving website content.

Finance

Community Council’s finances Quality The documents we have 100% 100% 100% 100% 100% Audit Continuing to build are prudently audited receive an opinion on staff knowledge

managed unmodified audit opinion letters and skills

Information services

Page 199 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management

Community Council information Responsiveness The percentage of archives 100% 100% 100% 100% 100% Hardcopy Maintenance of is looked after for /Connectivity requests responded to within and detailed records; future generations 24 hours electronic adherence to the and is consistently records of Customer Care available customer Strategy; ensuring interactions that customers are provided with clear timeframes (appointments are made if the request is going to take longer to respond to)

Strategy and policy

Community The people of Responsiveness The percentage of people 37% 50% 60% 70% 75% Targeted Delivery of a variety Whanganui are satisfied with their level of survey of inclusive empowered to have involvement in the decision consultation and their say and we making process engagement provide good methods and greater use of online tools. quality long-term advice that Responsiveness The percentage of Annual 100% 100% 100% 100% 100% Hubble Advising submitters articulates the Plan or Long Term Plan records of key dates and vision of our district submission decisions ensuring adherence provided within 10 working to these; ensuring

days of the adoption of the that officers provide timely and robust Plan responses; assigning the right resources to get the job done

Page 200 of 205 Whanganui District Council Long Term Plan 2018-2028 Corporate management

Bylaws are kept up Responsiveness The percentage of bylaws 100% 100% 100% 100% 100% Council Undertaking a to date to protect reviewed five years after they meeting systematic community safety, are made (and then 10 years records approach to health and amenity after that) review. Adherence to a review programme.

Page 201 of 205 Whanganui District Council Long Term Plan 2018-2028 Community and operational property  Necessary maintenance and operating work to be done in a more What we do effective and efficient way, as a result of the ability to better co- The Community and operational property activity: ordinate and plan like requirements (and to take advantage of  Has primary responsibility for all matters relating to Council economies of scale). property (land and buildings);  Greater uniformity of approach to be achieved for all property and  Manages all property purchases and sales; buildings management issues.  Provides specialist property advice and building maintenance  More robust, prioritised renewals and new capital forward work services to other Council activities. programmes to be prepared than would be the case if the properties and buildings were managed separately, within each of The properties managed under this activity are classified as follows: the different activities.  Administrative and public service buildings;  Community buildings; The rationale for delivery also aligns with our overarching vision, mission  Halls and leased buildings; and strategy to position our district as Leading Edge.  Museum and libraries;  The port operational area; Key issues  Parks and gardens buildings; Key issues Strategies to address key issues  Public toilets, sports area facilities and changing rooms;  Theatre buildings; Poor performance of national Prudent management and good  Water and wastewater treatment plant buildings; economy may lead to rental landlord/tenant relationships.  Stadiums; property vacancies, causing loss of  Pool and leisure facilities; and income.  Pensioner houses. Seismic upgrading costs. Establish priorities for addressing seismic upgrading, while Why we do it maintaining viability of the various portfolios. We manage property to make sure that this is done responsibly, benefits the community, meets community need, supports the achievement of We will be upgrading the third community wellbeing and delivers investment return where applicable. floor of the Council’s Municipal With a few exceptions, our properties and buildings are managed in a Building to as close as practicable centralised way because, in our opinion, this enables: to 100 percent of the New Building Standard in 2019/2020.  Specialist property and buildings expertise and advice to be Surplus property We are revisiting the possibility of provided to an extent that would not otherwise be the case. selling surplus property. Mindful Page 202 of 205 Whanganui District Council Long Term Plan 2018-2028 Community and operational property

Key issues Strategies to address key issues Community Outcomes How the activity contributes that this is an issue that can a standard that enhances our provoke strong reactions from amenities and recreational sections of the community, staff facilities. are identifying surplus properties Economy Managing property to the that might be suitable for sale. We economic benefit of the have consulted with the community. community on the proposal and this will be considered when the Through the diversity of our policy is finalised. This is an facilities which creates an important potential source of environment where people choose funds to help achieve our debt to live. repayment strategy. The provision of property advice in Community Outcomes economic development initiatives.

Community Outcomes How the activity contributes Goals and principal objectives Community By working with the community through our Community Goals Organisation Lease programme.  To ensure that all our properties are competently managed to a This strengthens community- standard that ensures they are fit for purpose. based organisations by leasing  To provide the community with a diverse range of properties which land and buildings to groups at are available for public use. concessional rentals (i.e. at less  To ensure that all our properties are fit for purpose and provide a than market-based rentals). safe environment.

Our buildings are managed Principal objectives effectively and to necessary  To ensure all our properties and buildings are safe, clean and tidy building standards to ensure safety at all times; that they are fit for purpose and that their service for users. capacity and integrity is not reduced. Creativity Providing competently managed Council-owned cultural facilities to Page 203 of 205 Whanganui District Council Long Term Plan 2018-2028 Community and operational property  To ensure, when purchasing and selling properties that the  Planned maintenance carried out to reduce known issues (i.e. rewire contract arrangements entered into always produce optimum buildings to reduce the risk of fire). benefits to the Council (economic, environmental, social and  Property services staff can be called in to attend to property related cultural – as appropriate). issues arising from a major event.  To ensure that the property team provides a competent property advisory service for the whole organisation. In terms of the service delivery of property services, the following  To ensure that properties that are surplus to the Council’s needs measures have been taken to mitigate the effects of a natural disaster or are identified and sold to best advantage. unforeseen event:  All hard copy legal documents are stored in a locked fire-proof room. Potential significant negative effects  All soft copy information is stored on a server and backed up each There are no potential negative effects from this activity. night.  Vital information is documented. Assumptions  Vital processes are documented.  Property management remains in-house and centralised.  Specialist technical expertise and the undertaking of physical work Funding the annual net cost – who pays? continue to be outsourced. Please see the Funding Impact Statement in Volume 1 of the 10-Year Plan  We will remain committed to disposal of surplus investment and 2018-2028. operational properties.  Property and parks management services are being provided to other councils.

In terms of the property assets, the following measures have been taken to mitigate the effects of a natural disaster or unforeseen event:  Carried out and evaluation of Council owned buildings.  Completed thorough review of assets and their condition as part of our Asset Management Plan. Page 204 of 205 Whanganui District Council Long Term Plan 2018-2028 Community and operational property

Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the following measures:

Customer Service Performance Measures Performance Initiatives to Customer Levels of Community Outcomes Customer Value Level improve levels of Service Years 4-10 Year 1 Target Year 2 Target Year 3 Target Procedure service Performance Measure Baseline72 Target (2015-2016) (2016-2017) (2017-2018) (2018-2025)

Community / The Community and Responsiveness The percentage of our 72% 70% 70% 70% 70% Property Working with Creativity Operational community organisation report organisations portfolio is tenants on the maximum to improve effectively managed subsidy (this means that the their meaning that it is services they deliver provide performance efficient, offers maximum benefit to the against the six economic benefit community)73 criteria of the and supports Community community Organisation organisations Leases Policy74

72 The ‘baseline’ reflects actual achievement from the last year as reported in the 2016/17 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the LTP from a beginning point or ‘baseline’. 73 The maximum subsidy is 90%. 74 This policy can be accessed on the Council website: www.whanganui.govt.nz Page 205 of 205